Search results

1 – 10 of over 2000
Article
Publication date: 1 April 1994

Bruce Barry and J. Michael Crant

Organizational staffing strategies are turning increasingly to workers removed from the core workforce, a practice known as externalization. Our survey of 153 growing…

Abstract

Organizational staffing strategies are turning increasingly to workers removed from the core workforce, a practice known as externalization. Our survey of 153 growing firms examined environmental and organizational predictors of three forms of externalization: part‐time workers, temporary workers, and work‐at‐home arrangements. The results indicated that firms externalize in response to labor market conditions, although the predictive role of labor market forces varied across externalization forms. Various employee‐centered human resource management policies were associated with externalization practices, and there was evidence that internal labor market policies are negatively associated with externalization. Findings are discussed in terms of externalization strategies and implications for future research.

Details

The International Journal of Organizational Analysis, vol. 2 no. 4
Type: Research Article
ISSN: 1055-3185

Article
Publication date: 26 June 2007

Marianna Sigala and Kalotina Chalkiti

The study seeks to examine the transformation of tacit knowledge (TK) into business performance by developing a two‐stage framework involving two processes: TK utilization…

3202

Abstract

Purpose

The study seeks to examine the transformation of tacit knowledge (TK) into business performance by developing a two‐stage framework involving two processes: TK utilization and externalization.

Design/methodology/approach

Owing to the limited understanding and interest expressed by hotel professionals through a preliminary telephone survey, a mail survey targeting a representative sample of solely four‐ and five‐star hotels was conducted. Still, a small number of responses were gathered, and so additional telephone interviews were also conducted with two hotel managers for gathering more qualitative information.

Findings

Findings revealed an increased unfamiliarity of hotels with TK, which in turn eliminated their activities for externalizing and utilizing TK and enhancing business performance. TK externalization was reported as critically important to be first achieved, as TK utilization builds and uses the potential TK stocks that are created through TK externalization. Respondents also mainly used outcome‐oriented metrics for assessing TK externalization processes, ignoring process‐oriented metrics evaluating the effective implementation of TK processes.

Research limitations/implications

Despite the small number of responses, findings imply an increased urgency to raise industry‐wide awareness regarding the strategic role and importance of TK for improving business performance. However, enabling TK externalization processes are deemed as an essential first step, before establishing infrastructures and providing organizational incentives for motivating TK utilization.

Originality/value

Most studies focus on examining TK's characteristics and its utilization in different business processes, while fewer studies explore TK transformation into enhanced business performance. This study sheds light on such issues by proposing a two‐stage framework showing how to both manage and measure performance of TK utilization and externalization processes for enhancing business performance.

Details

International Journal of Productivity and Performance Management, vol. 56 no. 5/6
Type: Research Article
ISSN: 1741-0401

Keywords

Article
Publication date: 14 September 2012

Antonia Ruiz Moreno, Ma Teresa Ortega‐Egea and Francisco Javier Lloréns‐Montes

This paper aims to analyze the influence of externalization in the workforce on creating a work context that supports innovation and the moderation of this relationship by…

Abstract

Purpose

This paper aims to analyze the influence of externalization in the workforce on creating a work context that supports innovation and the moderation of this relationship by different contextual variables.

Design/methodology/approach

These relationships were studied using a sample of 249 workers from five firms. Hierarchical regression analysis was used to contrast the hypotheses.

Findings

The results of the study indicate that externalization affects the permanent worker's orientation to innovation negatively and that this relationship is moderated by contextual variables such as group potency and monitoring.

Originality/value

The aim of this paper is to stimulate new lines of research on externalization and orientation to innovation and their repercussions for the firm.

Article
Publication date: 11 November 2013

Francisco Javier Lloréns-Montes, Ma Teresa Ortega-Egea and Antonia Ruiz-Moreno

The purpose of this paper is to analyse the consequences of externalization from the perspective of the employees. The paper contributes to this line of research by…

Abstract

Purpose

The purpose of this paper is to analyse the consequences of externalization from the perspective of the employees. The paper contributes to this line of research by examining how externalization influences internal employees’ perceptions of flexibility.

Design/methodology/approach

The hypotheses were tested with data collected from 249 internal workers in five organizations. To contrast the hypotheses, the paper used hierarchical regression analysis.

Findings

The results of the study indicate that externalization has a negative and significant effect on the climate of flexibility among internal workers. These negative consequences decrease in a context of group potency, but increase among employees with greater supervisory responsibility.

Originality/value

The results obtained add evidence to the small body of theoretical research that has studied the negative effects of externalization on internal employees’ perceptions.

Details

International Journal of Manpower, vol. 34 no. 7
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 16 April 2020

Hwy-Chang Moon and Wenyan Yin

This conceptual paper aims to explore under what conditions multinational companies (MNCs) are more likely to internationalize through externalization modes.

Abstract

Purpose

This conceptual paper aims to explore under what conditions multinational companies (MNCs) are more likely to internationalize through externalization modes.

Design/methodology/approach

This paper complements previous studies by proposing three industry-specific factors that affect MNCs’ decision for externalization. It then applies this framework to the case of Korean MNCs’ strategic choice when entering the Chinese film market which is highly regulated by the government, to illustrate how such a framework works in practice.

Findings

This paper suggests that MNCs are more likely to choose externalization entry modes under the three industry conditions: when the business grows fast, when there are best practices of industry standard and when the business requires multi-competence. It also shows that the three conditions explain well the growing Korea–China co-productions in the Chinese film market.

Practical implications

This paper provides useful implications for the government’s regulatory effectiveness. The protectionist policies of the host government are valid only in an industry where the three conditions are met, as they increase the possibility of domestic firms’ participation by encouraging foreign MNCs to shift their entry mode from sole venture toward alliances with domestic firms.

Originality/value

This paper enriches the entry-mode research by indicating that MNCs’ externalization decisions need to consider these industry-specific factors. In addition, it also contributes to the understanding on why some countries maintain their high attractiveness for foreign MNCs, whereas other countries do not, given the similar level of restrictive government regulations.

Details

Journal of Business & Industrial Marketing, vol. 35 no. 11
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 30 September 2014

M. Teresa Ortega-Egea, Antonia Ruiz Moreno and M. Carmen Haro Domínguez

The purpose of this paper is to analyze how the presence of communication and knowledge flows influences the creation of a work context that supports innovation, and how…

1454

Abstract

Purpose

The purpose of this paper is to analyze how the presence of communication and knowledge flows influences the creation of a work context that supports innovation, and how this relationship is moderated by labor externalization.

Design/methodology/approach

To study these relationships, the authors use a sample of 249 workers from five organizations. The different hypotheses proposed are contrasted using hierarchical regression analysis.

Findings

The results obtained show the authors that, when communication flows exist, workers’ orientation to innovation is greater; likewise, knowledge transfer influences workers’ innovative attitude positively. However, the results are different when externalization of workers acts as a moderating variable.

Practical implications

The firm's management should make decisions and foster the production of information flows between employees, as the results obtained indicate that communication and knowledge transfer encourage employee attitudes and behavior favorable to innovation.

Originality/value

The main contribution of this study is to provide new empirical evidence on the influence of communication and knowledge flows on workers’ orientation to innovation. The authors also analyze how these relationships are affected by the presence of externalization. The evidence obtained in this study permits to deduce what actions foster or inhibit organizations in creating a work context that supports innovation and thus encourages the generation of innovation.

Details

Employee Relations, vol. 36 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Article
Publication date: 1 February 2000

Linley Hartmann and Margaret Patrickson

Changes in internal and external labor markets through externalization of the workforce or the development of contingent and core distinctions have been intensified in…

4838

Abstract

Changes in internal and external labor markets through externalization of the workforce or the development of contingent and core distinctions have been intensified in Australia by globalization, competitive pressures and political changes. An extensive literature describes and analyzes these changes and empirically assessed variables influencing the extent of externalization and the strategies associated with it. Very little attention has been given to the implications of these changes for human resource management. This article reviews some reasons for the high rate of externalization in Australia and identifies some issues which face human resource management as externalization continues to rise.

Details

International Journal of Manpower, vol. 21 no. 1
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 11 January 2016

Mireille D. Hubers, Cindy L. Poortman, Kim Schildkamp, Jules M. Pieters and Adam Handelzalts

In this study, Nonaka and Takeuchi’s socialization, externalization, combination and internalization (SECI) model of knowledge creation is used to gain insight into the…

1478

Abstract

Purpose

In this study, Nonaka and Takeuchi’s socialization, externalization, combination and internalization (SECI) model of knowledge creation is used to gain insight into the process of knowledge creation in data teams. These teams are composed of school leaders and teachers, who work together to improve the quality of education. They collaboratively create knowledge related to data use and to an educational problem they are studying. The paper aims to discuss these issues.

Design/methodology/approach

A qualitative micro-process case study was conducted for two data teams. The modes, transitions and content of the knowledge creation process were analyzed for all data team meetings over a two-year period. In addition, all team members were interviewed twice to triangulate the findings.

Findings

Results show that the knowledge creation process was cyclical across meetings, but more iterative within meetings. Furthermore, engagement in the socialization and internalization mode provided added value in this process. Finally, the SECI model clearly differentiated between team members’ processes. Team members who engaged more often in the socialization and internalization modes and displayed more personal engagement in those modes gained greater and deeper knowledge.

Research limitations/implications

The SECI model is valuable for understanding how teams gain new knowledge and why they differ in those gains.

Practical implications

Stimulation of active personal engagement in the socialization and internalization mode is needed.

Originality/value

This is one of the first attempts to concretely observe the process of knowledge creation. It provides essential insights into what educators do in professional development contexts, and how support can best be provided.

Details

Journal of Professional Capital and Community, vol. 1 no. 1
Type: Research Article
ISSN: 2056-9548

Keywords

Article
Publication date: 19 October 2012

Chun‐Ming Chang, Meng‐Hsiang Hsu and Chia‐Hui Yen

This study extends the viewpoint of “fit as holistic configurations” to explore how to use knowledge management (KM) processes and knowledge management system (KMS

7913

Abstract

Purpose

This study extends the viewpoint of “fit as holistic configurations” to explore how to use knowledge management (KM) processes and knowledge management system (KMS) capabilities appropriately according to the tasks characteristics subunits perform in an aerospace manufacturer. In this regard, the aim is to develop four theoretical ideal profiles of KM processes (socialization, externalization, combination, and internalization) and KMS capabilities (codification capability and network capability) for organizational subunits based on their task characteristics: focused, process‐oriented tasks; focused, content‐oriented tasks; broad, process‐oriented tasks; and focused, content‐oriented tasks.

Design/methodology/approach

The empirical study was conducted at a knowledge intensive and engineering‐oriented aerospace company. Twelve functional subunits performing a variety of tasks were selected as the samples. The study employed qualitative and quantitative methods to understand the subunits' task attributes. The authors collected data from 12 subunits, and a total of 212 valid questionnaires were analyzed. PLS‐Graph was used to assess the relationships of the research model.

Findings

The empirical support for the argument that the fit among KM processes, KMS capabilities and task characteristics can improve KM performance. Results reveal that fit significantly affects knowledge satisfaction, knowledge quality and creativity for subunits performing focused, process‐oriented and broad, process‐oriented tasks.

Research limitations/implications

The findings reflect the fact that individuals within organizational subunits should use the four KM processes of appropriate levels to generate new knowledge to accomplish their tasks.

Originality/value

The study uses a multidimensional and multi‐item approach to test the effect of factors on KM performance, and is the first to identify ideal profiles of KM process and KMS capability for different organizational subunits.

Book part
Publication date: 14 March 2022

Wenyan Yin and Hwy-Chang Moon

Given the growing external value chain disruptions, there have been many studies seeking to propose methods for improving the resilience of global value chains (GVCs)

Abstract

Given the growing external value chain disruptions, there have been many studies seeking to propose methods for improving the resilience of global value chains (GVCs). This study complements previous studies by proposing the perspective of firm strategy in switching governance modes to improve the resilience of GVCs. Specifically, this study explores under what conditions MNCs are more likely to switch governance toward non-equity mode (NEM) from the alternative ones. This study introduces three industry-specific factors that affect MNCs’ decision for NEM. It then applies this framework to explain how Korean MNCs’ strategic governance change for the co-productions with Chinese firms when entering their film market which is highly restricted by the Chinese government. This study enriches the research on GVC resilience by arguing that MNCs can avoid unfavorable environmental impacts by flexibly changing their GVC governance modes under certain conditions. This study also contributes to the understanding on why some countries maintain their high attractiveness for foreign MNCs, whereas other countries do not, given the similar level of restrictive government regulations. The protectionist policies of the host government are valid only in an industry where the three conditions are met, as they increase the possibility of domestic firms’ participation by encouraging foreign MNCs to shift their entry mode from sole venture toward alliances with domestic firms.

Details

International Business in Times of Crisis: Tribute Volume to Geoffrey Jones
Type: Book
ISBN: 978-1-80262-164-8

Keywords

1 – 10 of over 2000