|Total results: 619||
|Strategic Approaches for Human Capital Management and Development in a Turbulent Economy
Patricia Ordóñez de Pablos, Robert D. Tennyson.
Companies and organizations are increasingly more aware of the importance of people and their knowledge for dealing with economic scenarios as well as their relationships developed both inside and outside of the company.
Strategic Approaches for Human Capital Management and Development in a Turbulent...
Effective Human Resources Management in Small and Medium Enterprises: Global Perspectives
Carolina Machado, Pedro Melo.
Effective Human Resource Management (HRM) methods are essential in tackling today’s employment challenges and changes. As Small and Medium Enterprises (SMEs) continue to flourish, identifying HRM strategies and practices are necessary for these organizations to obtain a competitive management model....
Maximizing Employee On-Boarding: A Study in a Pharmaceutical Company
Shalini Kalia, Neha Mittal, Rohit Arora.
A pharmaceutical company faced with the challenge of high attrition of new hires, took the initiative of revamping its employee on-boarding program. The gaps in the existing processes were identified by the HR team and customized solutions were implemented ranging from operational to strategic solutions.
Integrated Innovation: The Necessary Route to Profitability
In a high cost environment a firm’s ability to create value and hence survive and prosper is dependent on its ability to innovate. This chapter discuss the two principle dimensions of innovation: value creating innovations and value appropriating innovations–what their components are and how they...
How Much Does the External CEO Matter in University Spin-Off?
Anna Szopa, Tadeusz Marek.
Deficiency of business understanding and experience, strong industry competition, and small firm fragility are some of the most often cited arguments that justify business failure. This chapter presents the impact that top management can have on the development of new firms. The findings are based on...
Intellectual Capital and Challenges of Organizations in the Twenty-First Century
Muhammad Khalique, Shazali Abu Mansor, Abu Hassan bin Md. Isa, Jamal Abdul Nassir bin Shaari.
In the present century, intellectual capital is recognized as the most important and strategic asset for organizations. Intellectual capital is mainly based on knowledge and useful information. Intellectual capital is playing a critical role to create value from the combination of tangible and...
Human Resources Development Practices and Employees’ Job Satisfaction
Choi Sang Long, Sia Shi Xuan.
This chapter introduces the relationship between human resource development (HRD) practices and employees’ job satisfaction. Employees’ job satisfactions have gained tremendous attentions from scholars in organizational study and special focus are given into searching the answer to understand why some...
Measuring Inter-Organizational Knowledge Flows: The Case of a Joint Venture
This chapter develops the discussions about knowledge measurements in an inter-organizational context. More in depths, the role of knowledge measurements is investigated not regarding a single organization but within a Joint Venture (JV) development process. The main findings of this study are the...
On Trust, Knowledge Sharing and Innovation
Isabel Martins, Ana Martins, Orlando Petiz Pereira.
Organisations continuously innovate, create, and are competitive if they improve their performance through continuous intellectual capital development, a key resource for value creation and organisational performance driver. Apart from sustaining competitive advantage, intellectual capital is...
Business Research and New Technologies
The development and exploitation of new scientific and technological knowhow is a prime engine of economic growth. Different innovation systems have developed different approaches to this problem and have built upon varying combinations of public and private support for Research and Development (R&D)...
Creating and Destroying Knowledge: A Field Study
This chapter develops the discussions about Intellectual Capital (IC) dynamics. More in depth, here IC is analysed in terms both of value creation and of value destruction adopting a temporal lens. The main findings of this study are the following. First, it emerges that the roles of IC in creating and...
Ontology-Based Document Management System for Public Institutions
Aurelia Patrascu, Ana Tanasescu, Constanta-Nicoleta Bodea, Patricia Ordoñez de Pablos.
This chapter presents an ontology-based document management system developed for the Romanian public institutions. The system meets both general and specific requirements for this type of organization. The system has a three-tier architecture. FileZilla ftp server version 0.9.37 was used as application...
Dynamics of Knowledge Renewal for Professional Accountancy Under Globalization
Artie W. Ng, Florence Ho.
Turmoil in the global financial markets has raised concerns about the role of professional accountants in safeguarding the interests of corporate stakeholders. This chapter aims to articulate the interrelated developments that critically challenge the profession in delivering quality financial...
The Antecedents and Consequences of Strategic HRM in Malaysian and Philippine SMEs
Maria Carmen Galang, Intan Osman.
From a survey of Small and Medium-Sized Enterprises (SMEs) in Malaysia and the Philippines, the authors find that the adoption of strategic Human Resource Management (HRM) is at best at a moderate level. The adoption of strategic HRM by SMEs in both Malaysia and the Philippines is predicted from the...
Human Capital in Malaysian SMEs: HR Practices, Uniqueness, and Value
Kenneth Cafferkey, Brian Harney, Pua Eng Teck.
This chapter explores Human Capital in Malaysian SMEs. Malaysia has placed significant policy emphasis on indigenous SMEs as a basis for achieving economic growth and competitiveness. This renders the human capital infrastructure of SMEs of critical importance. However, the reality is that there is...
The Synergistic Potential of Human Resource Management in Small and Medium Enterprises
In large-scale operations, strategically orientated Human Resource Management generally has a structural function. In small- and medium-sized enterprises, however, strategic intent has to be more intimately matched to entrepreneurial behavior of core management. In these firms, HR is not an added layer...