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1 – 10 of over 223000The paper explores the relationship between organizational strategies and human resource management strategies. Data was collected from owners or topmanagers and managers in…
Abstract
The paper explores the relationship between organizational strategies and human resource management strategies. Data was collected from owners or top managers and managers in charge of human resource issues of 100 small and medium sized companies operating in Turkey. Human resource strategies were analyzed on a unipolar dimension ranging from internal orientation to external orientation. An instrument was developed to measure Human resource practices based on human resource functions. Organizational strategy was measured using an instrument developed by Zajac and Shortell (1989) based on Miles and Snow’s (1978; 1987) typology. The study revealed that prospector organizations were more likely to have an externally oriented human resource approach. A general external orientation in human resources is reflected in the recruitment, retention, and performance management functions of the organizations.
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Steve Fairbanks and Aaron Buchko
Strategy Question: Is there a simple, “real-world” definition of strategy?Summary: We define strategy as an integrated set of actions and resource commitments that position an…
Abstract
Strategy Question: Is there a simple, “real-world” definition of strategy?
Summary: We define strategy as an integrated set of actions and resource commitments that position an organization within the competitive environment so as to generate superior results over time. There are five key concepts to this definition. Strategy is integrative, encompassing all of the activities of an organization and the manner in which those fit together. It involves the commitment of organization resources — human, financial, capital, etc. — in ways that lead to effective action. These actions position the enterprise relative to all others within a competitive environment that includes customers, suppliers, and competitors along with external factors such as political, economic, and social trends. If the position in the marketplace is aligned with customer’s needs and wants, the firm will be able to achieve superior results and outcomes.
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Kimmo Suominen and Saku Mantere
Although the managerial profession is subjugated by the discipline of strategic management, managers are not completely subordinate to it. Instead, they are able to use the…
Abstract
Although the managerial profession is subjugated by the discipline of strategic management, managers are not completely subordinate to it. Instead, they are able to use the institutionalized discourse of strategic management, which is not their own product, in novel and creative ways. In this paper, we focus on the tactics that managers, as central strategy practitioners, use to consume strategy. Drawing on the work of the late Michel de Certeau as a theoretical lens, we conduct an empirical analysis of discourse, produced by 36 managers operating in three case organizations. This analysis allows us to elaborate on three different tactics of strategy consumption: instrumental, playful, and intimate. The results capture the reciprocal dynamics between the micro- and macrolevels of strategy discourse, that is, between strategic management as an institutional body of knowledge and the discursive practice of individual managers.
This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the relationship…
Abstract
This chapter discusses the theoretical framework of the strategic knowledge creation process for realizing business innovation. It presents an explanation of the relationship between the concept of the business community that originates with the formation of “Ba” (which is required in the formulation and execution of the strategic knowledge creation process) and the strategic knowledge creation process. The chapter also analyzes and examines the theoretical framework where the holistic leadership of practitioners achieves new business innovation through the formation of a business community, which is the organizational platform for practicing strategic knowledge creation, that is, the sharing, inspiration, creation, and stockpiling of knowledge.
In particular, the chapter presents a dynamic, theoretical framework where all practitioners at every level of management demonstrate holistic leadership across a three-layered structure (three practice layers) including the formal organization layer, the informal organization layer, and the psychological boundary layer to connect elements for formulating and executing macro and micro strategies and the business community, which has its origins in the formation of “Ba,” to drive the strategic knowledge creation processes.
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Rebecca R. Kehoe and Christopher J. Collins
This chapter develops a theoretical model using the equifinality perspective to connect multiple systems of HR practices to alternative organizational structure types. We argue…
Abstract
This chapter develops a theoretical model using the equifinality perspective to connect multiple systems of HR practices to alternative organizational structure types. We argue that firms following an exploitation strategy maintain competitive advantage through high levels of efficiency and reliability in production and delivery of existing products or services. Firms following an exploration strategy maintain a competitive advantage through continuous innovation and knowledge exchange and combination. Hence, organizations are more likely to successfully execute either strategy by implementing an HR system that would create the organizational structural characteristics that support the workforce requirements of the chosen strategy.
Christopher M. Harris, Lee Warren Brown and Mark B. Spence
This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human…
Abstract
Purpose
This study examines factors that influence organizations’ choices of an internal human capital development strategy and an external human capital acquisition strategy. The human resource architecture indicates that organizations will use different human capital acquisition strategies. Following the resource-based view, human capital theory and the human resource architecture, we examine factors that impact the choices of different human capital acquisition strategies.
Design/methodology/approach
We examine these important human capital decisions in the context of Major League Soccer. Data to test the hypotheses were collected from a variety of publicly available sources. We tested the hypotheses with regression analyses.
Findings
We find that while organizations employ both internal and external human capital strategies, organizations may have one dominant human capital strategy and the other strategy may be used to supplement the human capital needs of organizations. Additionally, our results indicate that organizations with an older workforce tend to use an internal human capital development strategy, while higher performing organizations are less likely to use an internal human capital development strategy.
Originality/value
This study makes contributions by examining the choices between internal and external human capital strategies and factors that influence the choice of an internal or external human capital strategy.
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The purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.
Abstract
Purpose
The purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.
Design/methodology/approach
Theory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.
Findings
The paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.
Research limitations/implications
Only the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.
Practical implications
Managers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.
Originality/value
The paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.
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Chunguang Bai, Joseph Sarkis and Yijie Dou
This paper aims to introduce a joint DEMATEL and NK methodology to develop a process model for introducing and implementing relational supply chain practices for low-carbon supply…
Abstract
Purpose
This paper aims to introduce a joint DEMATEL and NK methodology to develop a process model for introducing and implementing relational supply chain practices for low-carbon supply chains. Using this process model as a guide, insights into specific practices and how to implement these relational practices to achieve competitive advantage across organizations are introduced.
Design/methodology/approach
Low-carbon cooperation practices framework based on the relational view is developed. A methodology based on DEMATEL and the NK model is used to construct a sequential process model for introducing and implementing these relational practices. Empirical data from three manufacturing organizations in China are utilized to validate the model.
Findings
Initial results provide a sequence of relational practices for guiding those organizations and their suppliers for healthy and low-carbon development. Interdependencies between relational practices are analyzed and evaluated from four aspects. Insights into the broader application of the methodology and initial results from both a research and managerial perspective are presented, especially with consideration of the China, an emerging economy, context.
Research limitations/implications
The methodology remains relatively abstract in nature, yet the tool can provide very useful interpretations and information for both researchers and practitioners.
Practical implications
This paper stipulates that in addition to internal operational practices, the relational practices between buyer and supplier may be equally important to achieve a low-carbon outcome, especially in supply chain setting. This paper also shows that not only the relational practice itself but also the implementation sequence of the relational practices can relate to performance. According to the authors’ initial results, organizations in this study should first develop product development cooperation, then exchange carbon knowledge and implement effective governance and last build a trust relationship with its suppliers for low-carbon cooperation.
Originality/value
This is one of the few approaches that directly evaluates and identifies the interdependencies among relational practices and to construct a process model for introducing and implementing low-carbon supply chain cooperation. It is also the first time that the NK model has been integrated with DEMATEL. Focusing on Chinese supply chain carbon emissions concerns is also a unique perspective.
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