PurposeIn order to achieve sustained competitive advantage through developing human capital, organizations, apart from human resource management practices, concentrate on developing transformational leaders and implementing knowledge management (KM). To take part in their efforts, this paper intends to explore leadership and KM literatures to examine the interrelationship between transformational leadership, KM, and employee‐perceived human capital creation or benefits.Design/methodology/approachA systematic literature review is carried out of traditional and contemporary theoretical and empirical research studies to support the nexus of interrelationship between transformational leadership, KM, and human capital. This review is mainly integrated using a model and propositions that relate transformational leadership and KM with human capital benefits.FindingsTransformational leaders have potential to affect their employees' perceptions of human capital benefits. They also have the greatest potential to augment these benefits through involving them in the KM process, establishing organizational culture, and encouraging communication among employees.Research limitations/implicationsThis model suggests that human resource managers should provide training to managers with regard to developing transformational leadership behavior, since this behavior contributes to human capital creation by which an organization achieves competitive advantage. Furthermore, this study mainly focuses on leaders as transformational leaders, since these leaders are highly capable of stimulating their followers' creativity. Therefore, this study only considered the components described by Bass and Avolio.Originality/valueThis paper contributes to leadership literature by adding the notion of transformational leadership as an antecedent of human capital creation.
Due to rapid globalization, an introduction of Goods and Services Taxes (GST), ban on BS-III vehicles, and rapid technological advancement creates new dimensions for the automobile industry in India especially for those who come in the category of small and medium enterprise (SMEs).In the current changing scenario victorious execution of supply chain management (SCM) practices can provide competitive leverage to Automobile manufacturers over their rivals particularly those who are poorly implemented supply chain management practices. This paper takes two main SCM practices, i.e. supply chain flexibility (SCF) and supply chain strategy (SCS).Against this background, this paper acknowledged 5 success factors (SFs) for supply chain flexibility and 3 success factors (SFs) for supply chain strategy for proper implementation of SCM practices in the Automobile industry, and studied their impact on three factors of supply chain performance (SCP), and thereby on firms performance. The top management of any industry is focused on their core strength with commitment, long-term vision and provides resources for supply chain, and thereby developing effective and efficient SCS emerged as the most significant SFs. To measure the impact on supply chain performance, the author carefully measures different SFs of SCS related to customer-oriented strategy, innovation strategy and agile supply chain strategy on cost performance, logistics performance and customer satisfaction performance. Similarly to access the impact on supply chain performance, carefully measure different SFs of SCF on cost performance, logistics performance and customer satisfaction performance. Results are analyzed by testing research propositions using standard statistical tools.
This study is aimed at improving the purchasing cycle time in a buyer-supplier relationship by integrating the facets of strategic leadership, social exchange, and social capital theories. We developed and tested a conceptual model that postulated relationships among strategic leadership behavior, relational trust and commitment, structural capital, and purchasing cycle time. Data were collected from purchase managers and their employees working in 105 manufacturing companies and analyzed using structural equation modeling technique. Our findings indicated that strategic leadership behaviors are positively related to trust in the buyer-supplier relationship. In addition, trust enhances relational commitment between buyer and supplier, which in turn positively relates to information sharing and supplier development. Further, increased information sharing in the relationship results in reduced purchasing cycle time. Implications for both theory and practice are discussed in depth, and directions for future research are suggested.
There is a direct correlation between the economic growth of a nation and the rising standards of living of its citizens, and this is why retail in India is one of its foundational industries. There is a lot of room for growth in the retail market in India, which is why the international market is particularly interested in setting up a company in India, and the business owners who manage their businesses with great care reap the benefits as their businesses grow more quickly. It is one of India's leading retail industries since it lacks a neighboring country. After establishing a retail presence in major cities, the shop started expanding to additional towns and cities around the country. A study titled "Analyzing the Effectiveness of Point of Purchasing" at Big Bazaar Jayanagar, Bangalore was conducted to find out the effectiveness of Point-of-Purchase Displays, to identify the indicators that encourage customers to purchase, using a sample size of 100 customers. This survey indicated that the majority of consumers agreed that the Point-of-Purchasing made at Big Bazaar has an influence on their buying choice, and it is encouraged that it continues for further advantages.
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