This paper gains a better understanding about the relation between Business Strategy and Human Capital and of how the introduction of a clear human capital analysis in early stages of strategic planning impact Strategy Execution and the company's achieved results. The findings show that Human Capital and Business Strategy have an intimate relationship. In fact, through literature review, surveys and interviews we were able to understand not only that the alignment between a company's human capital and its outline strategy is critical for strategy implementation and execution but also that the use of a Human Capital Analysis, along with other management tools, in strategic planning helps to maximize the efficiency of achieved results, on one hand, by enabling to design more realistic and doable strategies, it helps to align the strategy with the company's human capital strengths and weaknesses in order to reduce the strategy execution GAP allowing maximizing the efficiency of achieved results and, on other hand, by enabling the right alignment between who defines the corporate strategy and who implements it, it helps the whole company´s human capital become more productive and productive people don't waste time or resources allowing maximizing the efficiency of achieved results. The study's conclusions point towards the need of rethinking the classic tools used in strategic planning, in order to diminish the Strategy Execution GAP and to help companies achieving better results.
The COVID-19 crisis has fundamentally transformed the way we live our lives and how organizations work. The business sector needed to understand what is the better approach to continue their activity, this leads to formulating and forecasting different scenarios associated with the impact of the pandemic on its suppliers, customers, and employees. This paper aims to investigate possible scenarios in small businesses in a post- pandemic era and how small businesses are preparing for the return of their activity maintenance. In addition, a theoretical contribution throughout dynamic capabilities perspective. An exploratory study with in-depth inquiries based on a quantitative methodology with small business owners as a sample identifying possible scenarios and what is the future direction of small businesses. Also, a bibliometric analysis was applied and focused on scenario planning, strategy, post-pandemic, and dynamic capabilities. Indexed journals were used to validate the study and VOSviewer software to perform a keyword analysis on co-occurrence and counting. A scenario planning framework for small businesses gives an understanding of what could be the possible outlines for the organization and acquire a better comprehension of what strategies can be used as a supplement to surpass the recent crisis. For last, the conceptualization of the theme relates to dynamic capabilities, scenarios, and the behaviour of small businesses.
Organizations are continuously pushed to be more competitive, with a broader strategic planning framework that deals with sustainable dilemmas and creates new demands for inclusion. This study aims to investigate the relationship between environmental responsibility and workforce retention, as well as the role of environmental responsibility in strategic planning. The findings of this research will contribute to a greater understanding of how social responsibility can improve employee retention and lead to a more efficient and effective outcome. Using a quantitative method, we surveyed n = 311 respondents and conducted a bibliometric analysis using the Web of Science and ScienceDirect databases to gather relevant information on the topic. The findings of this study will provide insights into how social responsibility can improve employee retention and enhance organizational efficiency and effectiveness. The results address the value of implementing environmental guidelines in strategic planning, the contribution of top management, and pro-environmental policies with the intention to apply them, and encourage the sharing of knowledge and best practices.
Background: Managers worldwide are dealing with an organisational paradigm never seen before due to the coronavirus pandemic, which motivated them to seek more solutions for their business operations continuity. Considering this scenario, one of the solutions was to transform analogue processes into digital to reduce the pressure organisations are going through and surpass a pandemic stage with a beginning that does not have an end in sight. These constraints have led stakeholders to rethink operations continuity processes, the physical distance and emotional distress in their workers, and the look for technology that meets the organisation's needs. Aims: Throughout this article, we aim to investigate how the pandemic crisis-affected digital transformation in organisations on three main pillars: Technology, processes, and human capital. Methods: As a methodology, we proceeded with systemic literature review principles with an approach to bibliometric analysis to study how the pandemic crisis has affected digital transformation in organisations. Implications: Our study contributes to the body of knowledge about the pandemic effects of digital transformation in organisations and practices by giving companies insights on how to surpass digitalisation obstacles and keep prospering both during and after the crisis. Results: Abandoning old strategies and rebuilding the organisation, the remote work inclusion, and managers leaving old strategies.
The purpose of this study is to determine how leaders are overcoming remote work and team management challenges while navigating the pandemic context that we are now facing. The relevance of this research is based on the approach to leadership theory, articulating them with the remote work and teams management theories. To formulate the research problem, we considered two analytical dimensions, remote leadership and the competencies anchored, which help to understand how nowadays leaders adapt to remote-work throughout the Covid-19 pandemic. A qualitative method was applied, and interviews by questionnaire were conducted to obtain 40 responses. As teams suddenly were pushed into remote work settings, valuable opportunities have arisen to learn more about: (1) which are the most used and intuitive digital tools, (2) which are the main challenges faced by leaders, (3) what their teams expect from them when facing a crisis. The results show that remote leadership is crucial while moving forward to Society 5.0 as technology becomes more and more present in our lives (Fukuda, 2020), the existence of three dimensions that need work while promoting work-life balance, and developing the right soft skills to help teams. The main goal of this study is centered on the research of relevant leadership competencies, practices, and techniques that can contribute to overcoming the challenges that may arise in remote team settings and contribute to the body of knowledge on the subject of Covid-19. The findings point out the belief or disbelieve of remote work efficacy, the new role of managers and the continuous use of technology for the development of their daily work, and the renovation of skills to have better performance.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
hi@scite.ai
10624 S. Eastern Ave., Ste. A-614
Henderson, NV 89052, USA
Copyright © 2024 scite LLC. All rights reserved.
Made with 💙 for researchers
Part of the Research Solutions Family.