Search results

1 – 6 of 6
Article
Publication date: 1 February 2004

Ma Carmen Camelo‐Ordaz, Mariluz Fernández‐Alles, Fernando Martín‐Alcázar, Pedro M. Romero‐Fernández and Ramón Valle‐Cabrera

The knowledge‐based theory argues that the strategy of internal diversification reflects a process of branching‐out, combination and transformation of the organization’s…

3730

Abstract

The knowledge‐based theory argues that the strategy of internal diversification reflects a process of branching‐out, combination and transformation of the organization’s traditional knowledge bases. From this theory, this paper has the purpose to describe the cycles and phases in the process of knowledge creation that lead to the creation of new knowledge and consequently new product and business in a diversified Spanish firm. From the case study findings a theoretical proposition is derived in order to support the theoretical argument of the theory of knowledge creation.

Details

Journal of Knowledge Management, vol. 8 no. 1
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 1 February 2013

Fernando Martín Alcázar, Pedro Miguel Romero Fernández and Gonzalo Sánchez Gardey

Workforce diversity is considered one of the main challenges for human resource management in modern organizations. Despite its strategic importance, the majority of models in…

27091

Abstract

Purpose

Workforce diversity is considered one of the main challenges for human resource management in modern organizations. Despite its strategic importance, the majority of models in this field implicitly consider workforce as a generic and homogeneous category, and do not take into account cultural differences among employees. The aim of this paper is to present a systematic review of the literature on diversity among employees in strategic human resource management (SHRM). The objective of this conceptual analysis is to identify limitations in previous research and unresolved issues that could drive future research in this field.

Design/methodology/approach

To develop this conceptual analysis, the paper reviews previous literature on SHRM, drawing on the distinction between the universalistic, contingent and configurational perspectives. Each of these approaches is explored, looking for the way in which they have treated workforce diversity and cross‐culturality.

Findings

The paper concludes that managing a heterogeneous workforce requires a holistic transformation of human resource strategies. Nevertheless, efforts to define cross‐cultural and diversity‐oriented models still remain undeveloped. Limitations of previous research in the diversity‐SHRM field are indentified in the paper.

Research limitations/implications

Drawing on the limitations of the treatment given to diversity in SHRM research, the paper identifies four research questions that still need to be addressed: deeper analysis of the concept of diversity, introduction of psychological processes mediating the diversity‐performance relationship, development of diversity oriented SHRM typologies and redefinition of performance indicators to measure the effects of diversity.

Originality/value

This paper proposes a theoretical model to illustrate present state of the art and future research lines in the fields of diversity, cross‐cultural management and SHRM.

Details

Cross Cultural Management: An International Journal, vol. 20 no. 1
Type: Research Article
ISSN: 1352-7606

Keywords

Article
Publication date: 19 December 2023

Devid Jegerson, Fauzia Jabeen, Hanan H. Abdulla, Jayaprada Putrevu and Dalia Streimikiene

The study examines the impact of emotional intelligence on service innovation capabilities. Furthermore, it explored the mediating role of diversity climate and the moderating…

Abstract

Purpose

The study examines the impact of emotional intelligence on service innovation capabilities. Furthermore, it explored the mediating role of diversity climate and the moderating role of innovation culture.

Design/methodology/approach

An online questionnaire helped to collect data from 257 public sector employees in the United Arab Emirates (UAE). The proposed hypotheses were analysed using structural equation modelling.

Findings

Building on the ability model, the study found that employees' emotional intelligence has a positive impact on diversity climate; that diversity climate does not mediate the relationship between emotional intelligence and service innovation capabilities and that innovation culture has a moderating effect between diversity climate and service innovation capabilities.

Originality/value

The paper clarifies the emotional intelligence of the workforce and its ability to influence innovation culture and diversity climate in public organisations, ultimately benefiting service innovation capability research. As such, the study contributes to the literature by proposing and analysing some antecedents of service innovation capabilities in the context of public organisations. The study also offers policymakers information on what prevents innovation, which they can use to raise the bar on service quality requirements in the public sector.

Details

Journal of Intellectual Capital, vol. 25 no. 1
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 3 July 2020

Alex Anlesinya and Pattanee Susomrith

This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to…

3210

Abstract

Purpose

This study aims to systematically review sustainable human resource management (HRM) research with the aim of establishing its research themes, methods and contextual focus to develop a better understanding of the state of the field and the gaps in the research, as well as to propose a future research agenda.

Design/methodology/approach

This study uses a systematic literature review method that involves the use of 122 studies from six reputable databases covering January 2003 to March 2020.

Findings

There is an over-concentration on the ecological perspective of sustainable HRM and managers dominate the examined population. Moreover, there are geographical imbalances in sustainable HRM research. More so, the idea of bundling sustainable HRM practices together has received scanty research attention relative to the individual sustainable HRM best practices. Consequently, from a strategic HRM perspective, the authors highlight various ways to bundle sustainable HRM practices together. Also, the authors suggest that the ability-motivation-opportunity enhancing (AMO) theory’s perspective provides particularly useful means for this investigation. Furthermore, the findings suggest that sustainable HRM can influence organisations to become more competitive and effective in their quests to ensure economic prosperity, social well-being and ecological outcomes for their stakeholders.

Practical implications

The evidence reveals that there are significant gaps in the literature on the topic and confirms that the field is still at its developmental stage. Hence, there is a need for more rigorous research on the topic to help develop a better understanding of this new field.

Originality/value

This study contributes by providing the first comprehensive review of sustainable HRM themes, methods and contextual focus and by proposing future research agenda. It, therefore, offers a valuable point of departure for those moving into the sustainable HRM domain, as well as valuable insights for those already working in this space.

Details

Journal of Global Responsibility, vol. 11 no. 3
Type: Research Article
ISSN: 2041-2568

Keywords

Article
Publication date: 5 October 2022

Lydia Murillo-Ramos, Irene Huertas-Valdivia and Fernando E. García-Muiña

This study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and…

1104

Abstract

Purpose

This study aims to delineate the fast-growing path of human resource management (HRM) research with a sustainable orientation and resolve confusion over the differences and interdependences of the various approaches that have emerged: green human resource management (GHRM), sustainable human resource management (Sustainable HRM), and socially responsible human resource management (SR-HRM).

Design/methodology/approach

In this study, bibliometrics and science mapping were used to analyze the field's conceptual structure based on 587 related documents extracted from the ISI Web of Science database. Co-word analysis with SciMAT software enabled the authors to map the main themes studied and identify evolution, importance, and relevance.

Findings

SR-HRM is the least developed of the three approaches analyzed and has been overlooked by the journals that publish the most work in the field of HR. The authors identify a lack of sustainability-related HRM studies on higher education and an ongoing need both to explore the role of culture in GHRM implementation and to explain further the potential non-green behavioral outcomes that can result from GHRM's use.

Practical implications

This study demonstrates how human resource factors are key to managing challenges such as aging workforce, unstable employment relationships, implementation of green supply chain management, and Industry 4.0.

Originality/value

This study explores in detail the interrelations among various emerging sustainable human resource approaches and subtopics derived from the interrelations to reveal hotspots, dilemmas, paradoxes, and research gaps.

Details

International Journal of Manpower, vol. 44 no. 3
Type: Research Article
ISSN: 0143-7720

Keywords

Article
Publication date: 31 May 2013

Azmawani Abd Rahman, Siew Imm Ng, Murali Sambasivan and Florence Wong

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and…

6094

Abstract

Purpose

Training alone is not sufficient to enhance organizational effectiveness to a greater level because not all knowledge obtained from the training is properly transferred and applied to the organization. This study aims to investigate whether efforts invested by Malaysian manufacturers in employee training and knowledge transfer affect organizational effectiveness.

Design/methodology/approach

This study adopted a quantitative research design. The questionnaire developed for this study captured the training related to individual/managerial skills, the knowledge management process in place to capture and apply the knowledge obtained through training, and the organizational effectiveness. A closed‐ended online survey was sent to 1,000 members of the Federation of Malaysian Manufacturers (FMM) throughout Malaysia and 88 manufacturers responded. The unit of analysis was an organization.

Findings

The study found the following: training employees to acquire individual/managerial skills and process skills helps in improving organizational effectiveness; knowledge application and knowledge protection interact with individual/managerial skills training to improve organizational effectiveness; and knowledge acquisition, knowledge application and knowledge protection interact with process skills training to enhance organizational effectiveness.

Practical implications

Organizations are urged to devise training modules depending on the needs of individual employees, create an environment that will encourage the trained employees to apply their skills (knowledge), and develop policies to retain these employees.

Originality/value

This paper addresses an important and not so well researched issue. It analyzes the interactions between the dimensions of knowledge management practices and type of training in improving the organizational effectiveness of manufacturing firms in Malaysia.

Details

European Journal of Training and Development, vol. 37 no. 5
Type: Research Article
ISSN: 2046-9012

Keywords

1 – 6 of 6