How to improve firm performance through employee diversity and organisational culture

Triguero-Sánchez, Rafael; Peña‐Vinces, Jesús C.; Guillén, Jorge

doi:10.7819/rbgn.v20i3.3303

Cited by 12 publications

(10 citation statements)

References 51 publications

(85 reference statements)

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“…The team's human capital emphasizes the heterogeneity [71,83,84] and diversity [85][86][87][88] of employees with different educational backgrounds and professional skills working together. If their different perspectives can help the team measure and manage risk, improve the team's business vitality, and engender greater team creativity, it will have a positive impact on the enterprise's total revenue [89][90][91]. In addition, employees with different educational backgrounds show different R&D efficiencies, which have different impacts on the cost-effectiveness of R&D expenses, and thus they affect the total revenue of MCEs.…”

Section: Estimation Results Of the Translog Revenue Functionmentioning

confidence: 99%

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Chen

Yang

2021

IJERPH

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This study attempted to explore the competitive advantage strategies of the medical consumables industry (MCI) from the perspectives of human resources, research and development (R&D) and the industry life cycle. As one of the essential branches of modern medical device industry, the MCI has developed rapidly in recent years as global demand for medical consumables has shown continual growth, but it also faces market uncertainty. This study took Taiwan’s small/medium medical consumables enterprises (SMMCEs) as a sample, and used the translog revenue function to study the competitive advantage of the MCI through human resource and R&D investment strategies and the stage characteristics of the industry life cycle curve. The results showed that the various human resources and R&D expenses of the small/medium medical consumables industry (SMMCI) can interact with each other to influence total revenue and that the SMMCI needs more varied types of human resources to enhance its competitive advantage. The total revenue of the SMMCI decreased as education inputs rose, but it increased along with increases in the number of employee and R&D inputs. Observed from the life cycle curve of the SMMCI, total revenue increased rapidly during the startup and growth stages, increased slowly during the maturity stage, and decreased during the decline stage. Finally, we put forward competitive advantage strategies and management suggestions for medical consumables enterprises (MCEs). We are the first to document the life cycle curve and competitive advantage strategies of the MCI, thereby contributing to the related literature.

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Section: Estimation Results Of the Translog Revenue Functionmentioning

confidence: 99%

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Chen

Yang

2021

IJERPH

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“…This finding partially supports Hypothesis 5, women preferred the feminine organizational culture, but men's preference for the feminine organizational culture was not hypothesized. This preference may reflect a general orientation toward less hierarchical and more cooperative workplace cultures in recognition of the benefits this can bring in terms of performance and commitment (e.g., Triguero-Sánchez et al, 2018).…”

Section: Discussionmentioning

confidence: 99%

Endorsing and Reinforcing Gender and Age Stereotypes: The Negative Effect on Self-Rated Leadership Potential for Women and Older Workers

et al. 2019

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Previous research has examined the impact of stereotypes on outcomes such as career progression and hiring decisions. We present a novel approach to examine the role of stereotypes in predicting self-rated leadership potential across gender and age groups. This research sheds light on the impact of leadership-incongruent and detrimental stereotypes about one's gender and age, for women and older workers, on self-ratings of leadership potential. Across three studies (total N = 640), correlational and experimental evidence shows differential effects of stereotypes about women (vs. men) and older (vs. younger) people on self-ratings of their own leadership potential. Results suggest that both gender and age stereotypes affect older workers more than their younger counterparts (Study 1). Specifically, effects on self-rated leadership potential at the intersectional level show that endorsement of stereotypes has opposite effects on older women to younger men (Study 1). Furthermore, stereotyped workplace cultures impacted women's and older worker's perceptions of job fit (Studies 2 and 3), also extending to job appeal for older workers (Study 3). Results are discussed in terms of career implications for both women and older workers, with a particular focus on older women, whose intersecting identities are leadership stereotype-incongruent.

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“…According to Sørensen (2002), the benefits of a strong organizational culture are the result of performance standards and strongly shared values, which may imply better alignment between business and member goals as well as bigger efforts of employees. In this sense, Triguero-Sánchez et al (2018) noted that human resources practices have positive effects on organizational performance when striving for employee engagement.…”

Section: Organizational Culture (Oc)mentioning

confidence: 99%

Organizational factors influencing project success: an assessment in the automotive industry

Santos

Barriga

Jugend

et al. 2019

Prod.

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Paper aims: Although many researchers have identified important factors for project success, there is no consensus with regard to all the factors that influence project success. This work aims to assess organizational factors that influence project success in automotive firms. Originality: Few studies have analyzed the integrated relationship between organizational factors and project success. Research method: The study carries out a quantitative survey on a sample of 72 companies. Data were analyzed through confirmatory factor analysis. Main findings: The results show that the variable that most influences project success is 'organizational culture', followed by 'change management', and 'top management support'. The results also indicate that a culture of flexibility and a climate that supports innovation tend to positively influence project performance. Implications for theory and practice: The findings suggest that it is relevant to focus attention on human resource development, empowerment, and teamwork within the context of project management.

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How to improve firm performance through employee diversity and organisational culture

Cited by 12 publications

References 51 publications

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Competitive Revenue Strategies in the Medical Consumables Industry: Evidence from Human Resources, Research and Development Expenses and Industry Life Cycle

Endorsing and Reinforcing Gender and Age Stereotypes: The Negative Effect on Self-Rated Leadership Potential for Women and Older Workers

Organizational factors influencing project success: an assessment in the automotive industry

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