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1 – 10 of 113One of the most challenging problems facing the package designer today is how to predict electrical performance before committing a design to fabrication. One means of…
Abstract
One of the most challenging problems facing the package designer today is how to predict electrical performance before committing a design to fabrication. One means of accomplishing this task is to employ computer‐aided design (CAD) tools that analyse performance from simulations done on models derived from the physical package structures. These models, when combined with the chip models, allow interactive simulation and timing analysis of an entire multilayer package. This paper describes a CAD approach for evaluating interconnect performance within multilayer package structures and presents several examples to show how the approach is applied.
J.H. Lau, S.J. Erasmus and D.W. Rice
A review of state‐of‐the‐art technology pertinent to tape automated bonding (for fine pitch, high I/O, high performance, high yield, high volume and high reliability) is…
Abstract
A review of state‐of‐the‐art technology pertinent to tape automated bonding (for fine pitch, high I/O, high performance, high yield, high volume and high reliability) is presented. Emphasis is placed on a new understanding of the key elements (for example, tapes, bumps, inner lead bonding, testing and burn‐in on tape‐with‐chip, encapsulation, outer lead bonding, thermal management, reliability and rework) of this rapidly moving technology.
Ayala Malach‐Pines, Arik Sadeh, Dov Dvir and Orenya Yofe‐Yanai
In recent years much research attention has focused on managers and entrepreneurs, but very few studies have compared the two. In the current exploratory study, 20 Israeli…
Abstract
In recent years much research attention has focused on managers and entrepreneurs, but very few studies have compared the two. In the current exploratory study, 20 Israeli entrepreneurs (that are the focus of great curiosity but little research) were compared to 47 managers and to a control group of 33 aspiring entrepreneurs. They were interviewed regarding traits of their father, mother, and self. Findings revealed a number of similarities (a similar commitment) as well as differences (entrepreneurs' greater love of challenge) between the managers and the entrepreneurs. Entrepreneurs also described themselves as having a greater sense of significance in their work. The question why managers and entrepreneurs are who they are is answered within a psychoanalytic‐existential framework that focuses on the managers' positive identification with their father and better relationship with both parents as compared to the entrepreneurs' negative identification with father and greater identification with work. Implications for treatment are suggested.
Thuy Thi Thanh Nguyen and Man-Ling Chang
The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR…
Abstract
Purpose
The purpose of this paper is to explore the antecedents of the decision of whether to outsource human resources (HR). Two moderators are considered: the lack of in-house HR expertise and positive HR outcome.
Design/methodology/approach
This study uses data collected from 85 Vietnamese firms of different sizes. Regression analysis is used to examine the research hypotheses.
Findings
The strategic involvement of HR management is positively related to the decision to outsource HR. As expected, a positive significant relationship exists between cost reduction and the decision to outsource HR for non-core HR activities. For core HR activities, demand uncertainty relates positively to the decision to outsource HR, and the lack of HR expertise moderates the process of HR outsourcing (HRO).
Research limitations/implications
Although the focus on firms in Vietnam may help to control for cultural factors, it may also limit generalizability. Because of the limited number of samples, this study cannot compare results across different industries. Future research should focus on the cross-cultural aspects of this issue or compare differences across industries.
Practical implications
This study provides HR managers with guidelines for making appropriate decisions regarding HRO. Vendors can exploit aspects of core vs non-core activities to provide professional services that satisfy the demands of firms.
Originality/value
Based on a theoretical approach, this work analyzes the decision to outsource HR in developing countries, an area that heretofore has received scant research attention.
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Matthew Walker, Melanie Sartore and Robin Taylor
Outsourcing has been promoted as one of the most powerful trends in the modernization of marketing operations. The rationale for such an undertaking includes a variety of factors…
Abstract
Purpose
Outsourcing has been promoted as one of the most powerful trends in the modernization of marketing operations. The rationale for such an undertaking includes a variety of factors but is generally predicated on fiduciary considerations. The purpose of this article is to examine the issues with, and the empirical consequences of, outsourcing within the intercollegiate marketing context.
Design/methodology/approach
This is an exploratory mixed‐methods study incorporating qualitative and quantitative data to investigate outsourcing specifically related to the communication‐employee commitment relationship.
Findings
Results from study 1 reveal that marketing directors perceive outsourcing as critical but also experience dissatisfaction with the level, frequency, and direction of communication. Results from study 2 indicate that an explicit and positive relationship exists between employee satisfaction with communication and their resultant commitment to the organization.
Research limitations/implications
Owing to the exploratory nature of the study and a relatively small sample, the conclusions are tempered until subsequent studies have been performed. As well, specific moderating variables (e.g. size, culture, budget) were not included in this initial inquiry and as such may add considerable variance explained to the proposed relationship.
Practical implications
First, the authors suggest that managing the “right commitment” is essential for marketing departments when working with an outsourcing agency. Second, the authors call attention to the importance of certain contextual factors (e.g. shared knowledge, mutual dependency, and organizational linkage) that may serve to improve the outsourcing partnership.
Originality/value
Few papers have explored the communication‐commitment relationship, particularly with regards to outsourcing. Consequently, this study adds to the research by examining how intercollegiate marketing employees perceive and react to an outsourcing partnership. Building on additional work in this area, the research focuses on several aspects of the communication‐commitment framework not previously examined.
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Klaas Szierbowski-Seibel and Ruediger Kabst
Two simultaneous trends have arisen in the field of HRM: the development of the human resource (HR) function toward a more strategic, value adding unit and the trend of HR…
Abstract
Purpose
Two simultaneous trends have arisen in the field of HRM: the development of the human resource (HR) function toward a more strategic, value adding unit and the trend of HR outsourcing (HRO). Opinions are divided in the field of HRM research regarding the interdependences between these two trends and whether the HR function has a positive or negative effect. Therefore, the purpose of this paper is to examine the triangular relationship among strategic HR integration, the HR-to-employee ratio and HRO.
Design/methodology/approach
This study analyses data from three large evaluations conducted in 14 European countries and compares the results obtained from the 2000, 2005 and 2010 Cranet survey waves. For the hypotheses, a multilevel regression design was used.
Findings
The results allow concluding that HRO supports the professionalization of the HR function in an effort to make it a strategic asset.
Research limitations/implications
This study extends prior understandings of the theoretical perspective on HRO and its organizational impact. The sample is nested within 14 European countries and influenced by cultural aspects and institutional factors. These influences could be an exciting avenue for further research.
Practical implications
This paper includes important implications for HR practitioners. The results support a rather optimistic view of the HR function regarding its relationship with HRO and the latter’s impact on the HR-to-employee ratio and strategic HR integration.
Originality/value
The study answers the question: has HRO downsized internal HR staff over the past decade, and how is it related to the strategic integration of the HR function? In this context, this study analyses Cranet data to contribute to the discussion on the development of strategic HR integration and the impact of HRO on such efforts. Moreover, the study examines the influence of HRO on internal HR staff based on the theoretical framework of the resource-based view.
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This study aims to investigate the mechanism between perceived organizational support and transfer of training using self-efficacy and job satisfaction as mediating variables…
Abstract
Purpose
This study aims to investigate the mechanism between perceived organizational support and transfer of training using self-efficacy and job satisfaction as mediating variables. More specifically, self-efficacy is examined as a mediator between perceived organizational support and job satisfaction, whereas job satisfaction is examined as a mediator between perceived organizational support and transfer of training.
Design/methodology/approach
This quantitative study is based on data collected from 409 employees of the banking sector on a random basis.
Findings
Structural equation modeling analysis confirmed the mediating role of job satisfaction between perceived organizational support and transfer of training. In addition, self-efficacy was found to perform the mediating role between perceived organizational support and job satisfaction.
Research limitations/implications
The data for this study were collected at one point of time, and it has implications for organizations and employees.
Originality/value
This study highlights the emerging issue of transfer of training and gives a practical model to the organizations to strengthen their human resources. This study is perhaps the first attempt to empirically investigate the mediating role of self-efficacy and job satisfaction.
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Martijn van der Locht, Karen van Dam and Dan S. Chiaburu
Focusing on management training, the purpose of this paper is to establish whether identical elements in a training program (i.e. aspects resembling participants' work situation…
Abstract
Purpose
Focusing on management training, the purpose of this paper is to establish whether identical elements in a training program (i.e. aspects resembling participants' work situation) can improve training transfer and whether they do so beyond the contribution of two well‐established predictors – motivation to learn and expected utility. In an effort to establish mechanisms connecting identical elements with training transfer, the authors aim to propose and test motivation to transfer as a mediator.
Design/methodology/approach
Data were collected online from 595 managers who participated in a management training program. Structural equation modeling was used to test the model.
Findings
Identical elements, expected utility and motivation to learn, each had a unique contribution to the prediction of training transfer. Whereas motivation to learn partially mediated these relationships, identical elements and expected utility also showed direct associations with training transfer.
Research limitations/implications
Identical elements represent a relevant predictor of training transfer. In future research, a longitudinal analysis from different perspectives would be useful to better understand the process of training transfer.
Practical implications
Participants may profit more from management training programs when the training better resembles participants' work situation. Organisations and trainers should therefore apply the concept of identical elements in their training, to increase its value and impact.
Originality/value
This study contributes to the training literature by showing the relevance of identical elements for transfer, over and above established predictors.
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Rob F. Poell and Ferd van der Krogt
Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support…
Abstract
Purpose
Human resource development (HRD) is an important field within management. Developing employees is often regarded as an instrument to improve the internal labor market and support organizational change. Organizing HRD to these ends, however, is frequently a problematic affair, in terms of training effectiveness, participant motivation and added value. This study, which consists of two parts, aims to investigate the question of why this is the case. In this first part, the problem is stated and the backgrounds and basic tenets of learning-network theory are addressed.
Design/methodology/approach
The paper first describes three approaches to organizing HRD, namely, as a training issue: customization by HRD practitioners; as a learning issue: didactic self-direction by employees; and as a strategic issue for employees and managers: micro-politics. The learning-network theory is then introduced as an integration of these three approaches. It presents a number of key organizational actors that organize four HRD processes, each operating strategically in their own way.
Findings
Organizing HRD is mostly viewed as designing training courses and instruction sessions for employees; it is also predominantly understood as a tool of management. A network perspective on organizing HRD is better able to guide organizational actors than other approaches can.
Originality/value
The study argues that organizing HRD needs to take into account learning experiences that employees can gain from participating in work and career development as well (besides formal training); moreover, that employees’ HRD strategies are at least as important as those used by line managers and HR practitioners.
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The “hypercompetitive environment” within which businesses are now operating demands that organizations look for ways to continually improve their competitiveness if they are to…
Abstract
The “hypercompetitive environment” within which businesses are now operating demands that organizations look for ways to continually improve their competitiveness if they are to remain viable and successful. This paper integrates ideas on competitive strategies and effective mentoring to demonstrate the link between employee mentoring and organizational competitiveness. It is proposed that mentoring can offer a unique opportunity to enhance competitiveness through a carefully designed and structured program that both supports and drives an organization’s business strategy.
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