Organisational collective knowledge plays an important role in innovation and also provides a competitive advantage. Human Capital (HC) is the sum total of intelligence found in individual human beings and consists of individual’s learning and education, experience and expertise, and personal creativity and innovation. Researchers believed that only innovative organisations are going to survive in future in the knowledge-economy. The present research is aimed to study the impact of HC on Innovative Capability (IC) of a financial institution. This impact is empirically tested through a cross-sectional survey in which randomly selected 170 participants of a commercial bank verified the four proposed hypotheses. The findings endorsed four aspects of the study. First, HC was influenced by bank officers’ skills/competence, knowledge, abilities, personal mastery and their transformational leadership role. Second, IC of the bank has been found influenced by support for innovation available to bank officers, bank officers’ innovative behaviour, and tolerance for difference available to them. Third, the bank officers’ leadership role, personal mastery, and their abilities were significant and positively related to bank’s IC, whereas, bank officers’ knowledge was significant but negatively related to bank’s IC. Finally, the fourth finding of the study suggested that bank’s collective HC is having a positive relationship with bank’s IC. The study would help managers to identify important HC elements suitable for financial organisations that could have an impact on its IC.
Individuals, executives lived experiences, and subjective information about every single action (ethical concern) you take is cautiously monetized and corroborated; false conspiracy theories and fake news, like various coronavirus thoughts, blow six times faster over social media is one of the practical case points as weaponizing social media and polarization, propaganda. These cosmetic modifications are tremendously popular among teenagers; plastic practitioners have underlined a new and unique syndrome for it. Persuasive Technology means everything we know about the psychology of what persuades people and builds that into a technological business attention extraction model to manipulate human behaviour for growth hacking. The term surveillance capitalism, explored by Twitter executives, says people must know everything online is being observed, pursued, and calculated. The former Twitter executive worked as senior vice president of engineering Tim Kendall (2021); members left Google in June (2017) due to ethical concerns. Positively, these sites have brought back together lost family members. They have sought out organ givers and saved lives. An expressive, systemic variation up-to-the-minute around the globe because of these platforms, but there is another side to see. This enquiry sheds light on the linkage between weaponizing social media, mental health and surveillance.
Management innovation is an important source of sustained competitive advantage because of its context-specific nature. The current research contributes towards advancing an indigenous management innovation theory in the context of Pakistan. Previously, many studies have been conducted to build this theory in the context of developed economies. The current study draws mainly on institutional perspective. It explores how several individual and organizational contextual factors enable a business firm to implement a portfolio of new management practices to manage innovation in the textile sector. Data were collected through semi-structured interviews. It resulted in exploring three contextual factors which remain critical to produce specific management innovations imperative for a company’s success. The findings allow the construction of propositions through encouraging future research. The implications for management theory and practice are also provided.
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