Search results

Collaboration in supply chain networks (SCN) becomes extremely important for manufacturers seeking a sustainable competitive advantage. Such competitiveness depends on the SCN resources a manufacturing firm can allocate, the capabilities to identify and deploy these network resources effectively, and practices and applications the firm arranges for these resources. The purpose of this paper is to develop a conceptual framework that investigates the relationships between these network constructs and their influences on firm performance.

An extensive literature review of supply chain management was conducted to explicate why some manufacturers outperform others. A resource-based view, dynamic capability theory, and extended resource-based view were employed to develop a conceptual model that investigates relationships between the resources, capabilities, and practices of a SCN. The relationships were then examined to analyze their influences on firm performance. Several cases and practical examples were included in the study to give a better understanding of the conceptual research model. Various keywords were used in searching literature for the constructs of the research model. For example, “knowledge” and “supply chain network” were used to search the literature regarding the SCN intangible resources.

This study uses a conceptual model to identify SCN resources that are dispersed in the internal territory among different network members, SCN capabilities that are developed based on these network resources and lead to the firm’s competitive performance, and SCN practices used to acquire network resources and build network capabilities.

The conceptual model of SCN resources, capabilities, and practices needs further empirical validation.

The conceptual model provides a framework for managers to identify the critical resources, capabilities, and practices of a SCN that help a firm achieve sustainable competitive performance.

This research builds a comprehensive picture of relationships between a manufacturing firm’s strategic resources, capabilities, and practices in a SCN. It also provides a theoretical foundation for future research on developing instruments for resources, practices, and capabilities of a SCN and empirically testing the relationships among the appropriate constructs.

The purpose of this study is to test a model where human resource inputs (e.g. motivation, employee skill) and human resource processes/practices (e.g. training and development; profit sharing) are hypothesized to contribute uniquely and positively to organizational outputs, i.e. job performance and firm performance.

The cross‐sectional study consisted of 350 business professionals (91 percent managers; 9 percent consultants) from a midwestern US professional organization who took a battery of survey measures via the internet.

After statistically controlling for the background variables (organizational type, size and status), the hierarchical regression analyses demonstrated that both the human resource inputs and process/practice variables explained statistically significant variance in each of the nine regression models. The effect size in each model was medium to large.

The findings illustrate the considerable utility of researchers and managers examining the entire human resource system of an organization when searching for productive leverage points to improve organizational outputs like job and firm performance. The results suggest that human resource managers can have a positive influence on firm performance through implementing and supporting organizational policies and procedures that serve to positively motivate workers (e.g. reasonable incentive compensation and rewards, fair grievance procedures, and performance management), and learning and development activities that stimulate optimal task and contextual job performance.

Human resource practices are transforming at a varying pace for different businesses to meet the increasingly intensified external challenges. The pursuit of innovation while balancing the tensions between flexibility and efficiency has become a core challenge for survival in this globally competitive era. The literature identifies ambidexterity as a realistic choice to manage these tensions during transformation towards diversified and innovative human resource practices. Based on social exchange theory (SET), this study explores the impact of ambidextrous human resource practices (AHRPs) on organization members' innovation performance while examining the mediating effect of psychological safety.

Data were collected for this cross-sectional study in three waves, and the final sample included 788 employees from 32 companies across different industries in China.

The results of data analysis indicate support for all the hypothesized relationships. AHRPs positively affect employee innovation performance; employee psychological safety mediates this relationship; inclusive leadership moderates the direct effect of AHRPs on employee psychological safety and the indirect effect of AHRPs on employee innovative performance through psychological safety. Theoretical and practical implications of the study are also presented.

This study examines AHRPs’ influence on employee innovation performance mediated by psychological safety and the moderating role of inclusive leadership in the above relationship to clarify the boundary conditions of AHRPs' effect on innovation performance.

This study aims to develop a model for integration of information and communication technologies (ICTs) in resource sharing practices for enhanced service delivery in academic libraries in Southeast Nigeria. Seven objectives guided the study; ICT-based resource sharing practices in academic libraries in Southeast Nigeria; ICT infrastructure for resource sharing; ICT needs of librarians for resource sharing practices; stages of ICT integration in resource sharing; perception of librarians towards ICT-based resource sharing; challenges to integration of ICT in resource sharing practices; design a model for the integration of ICT into resource sharing; all in academic libraries in Southeast Nigeria.

The research design adopted for this study is the mixed research design containing the “descriptive survey” research design and the “research and development, R&D.” The population of the study is 164, comprising all of the librarians in federal universities in Southeast Nigeria. All of the librarians of the five federal universities will be involved in the study. Hence, there was no sampling. The instrument for data collection is a structured questionnaire.

The findings of the study revealed that 88.8% of the librarians use ICT to boost the volume of resources; while 74% of the librarians were positive in all responses pertaining to ICT-based resource sharing practices in the libraries. The study also revealed that ICT infrastructures in the library for resource sharing are highly available and applicable; while computers and internet networks are the most needed gadgets for the operations. Libraries in Southeast Nigeria are in the applying and transforming stages of ICT adoption at a 69.7% response rate; while the librarians have a strong belief and understanding that a lot can be achieved in resource sharing through ICT; and would recommend such. Poor electrification, inadequate funding and unavailability of some ICT technologies were equally identified as challenges. The study conclusively developed a resource sharing model, the Southeast Federal University Library Connect; accessible at https://southeastfeduniconnect.njh.com.ng

The research study is one of the few types of research that has developed a functional model for resource sharing in academic libraries in Southeast Nigeria.

This article seeks to analyse the human resource management (HRM) practices adopted in small and medium‐sized enterprises (SMEs) for promoting corporate entrepreneurship (CE) in the Spanish context. The specific objectives of the inquiry revolve around two main research questions: What HRM practices are most beneficial for promoting CE in SMEs? How do HRM practices promote an appropriate working environment for CE in SMEs?

The idea of human resource practices as a key resource is analyzed in the framework of a broader perspective of strategic management known as the resource‐based view of the firm. Additionally, literatures concerning CE and HRM in small firms are integrated and reviewed. The empirical study is carried out by adopting a multiple‐case study approach.

Evidence shows that the creation of personal relationships and the development of an open communication between owner‐managers and employees, and among employees themselves, can help to explain the dynamics of entrepreneurial behaviors within small firms. The openness in the communication is important, not only for promoting CE activities, but also for creating the most appropriate work environment to carry out other resource management practices that stimulate entrepreneurial behaviors.

This study integrates the research on CE and HRM practices in a field of study rarely analyzed, such as Spanish SMEs. The approach shows that there is sound evidence supporting the importance of analyzing the factors leading to the emergence of CE, including intangible resources such as the human resource practices that increase the employees' entrepreneurial attitudes.

The present study aimed to evaluate how Brazilian companies from different sectors are developing human resources practices in the context of Industry 4.0 and which of these practices allows better differentiate of companies.

After a systematic literature review to identify the most important human resources practices in the context of Industry 4.0, a survey with professionals from human resources area of companies operating in Brazil was carried out. Data analysis was performed through frequency evaluation and CRITIC method (Criteria Importance Through Intercriteria Correlation). CRITIC method was used to identify the practices that best differentiate the studied companies.

The analysed companies are in different evolutionary stages regarding how human resources management practices are adapting to the Industry 4.0 context. Few companies have presented reliable results to better support the transition process. Practices related to evaluating employee performance in this context, estimating the needs of financial resources and time for the training required by Industry 4.0 and establishing systems to recognise talents among employees who already work for the company are the practices that best differentiate companies.

There are few studies on this topic for Brazilian context. The information presented in this article can be useful for professionals and researchers.

Proposes to assess the extent to which line management has responsibility for human resource management (HRM) practices in the enterprise. First, addresses a number of theoretical positions that include “traditional”, “cyclical” and “secular” approaches and that emphasizing “diversity”. Then deploys survey data based on the responses of more than 900 managers in the Institute of Management and located throughout the UK to assess these approaches. Investigates four main areas: employee involvement, training and development, rewards and work practices. Reveals that with the partial exception of rewards, line management is found to be dominant in most areas. However, this pattern is likely to have been historically the case rather than representing a “new wave” or movement associated with the rise of HRM itself.

The purpose of this study is to explore the status and challenges of green human resource management practices in India, an under-researched area. Further, it proposes a theoretical framework to fill the identified gaps and build a sustainable organization.

Multimethod approach was used. The research was conducted in two phases. Archival research was conducted in the first phase, and a case study technique was employed in the second phase. In the first phase, an extensive literature review was carried out to gather insights on prevalent green human resource activities and their link with sustainable organizational development. In the second phase, data were collected from the manufacturing organizations to analyze the status of the activities identified in the first phase.

This study highlights status of green human resource practices such as environmental training, green recruitment, performance appraisal, employee involvement and compensation. The findings suggest that there is further scope to utilize the full potential of GHRM practices for encouraging pro-environmental behavior in the organizations. Analyses of data also reveal that top-management support and mutual learning among departments are crucial to facilitate green behaviors among employees.

This study provides a comprehensive literature review of green-human resource management practices. It suggests an interdisciplinary framework for building holistic sustainable organizations by integrating learnings from green human resource management, green supply-chain management, competitive advantage strategy and green corporate social responsibility. It highlights gaps in the system and provides insights to managers and policy makers on building holistic sustainable organizations.

This study fulfills the need to explore green human resource management in emerging economies like India. Studies like these are more important in developing countries, which have alarming environmental concerns and poorly implemented government regulations.

This study aims to identify SHRM (strategic human resource management) essential practices for the TQM (total quality management) program regarding an Indian tire manufacturing company and formulate an inclusive interrelationship to prioritize them.

Semistructured interview with ten experts from the company was made to give SHRM practices scores. The SLR (systematic literature review) and TOPSIS (technique for order of preference by similarity to ideal solution) techniques are used to establish the model for 12 key practices and rank them afterward.

The findings clearly show that strategic planning and staffing, teamwork and leadership development have appeared as the top three essential practices. Simultaneously, performance measurement and evaluation, work design and analysis and promotion are identified as the bottom three practices. These essential practices are identified as contributing attributes.

The findings prioritize the SHRM practices as contributing attributes that help other tire manufacturing industries identify their key practices. Moreover, it provides the necessary inputs comprised of ten experts' decisions to become more active and well prepared.

The novelty of this study is to identify the key practices by using SLR and measured by the TOPSIS method to rank and consider a tire manufacturing company as a case-based approach to gain high productivity and competitive advantage.

Environment concerns and climate changes have led organizations to reorient their processes with a focus toward sustainability. Organizations recognize that incorporating greening in HR practices has the potential to address environmental concerns. The present study aims to focus on investigating the relationship between green human resource management (GHRM) practices and environmental performance (EP). It is premised that the adoption of green human resource practices facilitates the development of a green organizational culture (GOC) that helps the organization to gain strategic business advantage with respect to the competitors. The literature suggests that the adoption of green human resource practices among organizations is at a nascent stage. The present study focusses on understanding the mediating role of three dimensions of GOC, that is, degree, diffusion and depth in the relationship between green human resource practices and EP that has not been addressed in the empirical literature.

The present study developed a model consisting of GHRM practices as an independent variable, the three dimensions of culture (degree, diffusion and depth) as mediators, and EP as the dependent variable. The study followed a quantitative exploratory research approach. The sample consisted of 278 employees from private and public sector organizations located in India. The hypothesized model was analyzed using structural equation modeling (SEM).

The study found the green human resource practices to be significantly related with EP of the organization. Results of parallel mediation confirmed that the “degree” dimension of GOC played a significant mediating role in the relationship between green human resource practices and EP of the organization. The other two dimensions of GOC, diffusion and depth, did not have a significant mediating role in this relationship. The findings of the study have been explained in the context of social identity theory, resource based view and ability–motivation–opportunity theory.

The study provides practical insights for researchers and managers who seek to adopt sustainability objectives in the organization. The findings have the potential to encourage human resource managers to adopt green human resource management practices toward promoting a culture of greening in the organization. The importance of developing and measuring EP targets for industry leadership is also emphasized.

The originality of the study lies in classifying and understanding GOC in terms of three dimensions, that is, degree, diffusion and depth, following the model proposed by Harris and Crane (2002). The three dimensions help in assessing the current level of GOC. This assessment promotes the judicious application of resources by the organization and adopts green practices to foster the organizational EP.