How Destructive Social Aspects Inhibit Innovation in an Organisation

Turek, Dariusz; Wojtczuk‐Turek, Agnieszka

doi:10.4467/24498939ijcm.17.018.7531

Cited by 2 publications

(2 citation statements)

References 64 publications

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“…It is assumed that TM training in modern organizations should be offered especially for those in key positions (Collings & Mellahi, 2009;O'Connor & Crowley-Henry, 2017;Scullion et al, 2016;Thunnissen et al, 2013) which have an impact on the results of organizations, due to socalled "psychological contract fulfilment" (Mensah, 2018). TM plays a particularly important role in MNCs because it depends on International Human Resources Management (IHRM) strategies in centralization/decentralization, gives a chance to make decisions in more or less culturally dependent way (Tarique & Schuler, 2018), which is a factor that can increase not only positive organizational climate, but also the effectiveness of teams and employees and their inventiveness (Turek & Wojtczuk-Turek, 2018). TM, like OL practices and CM, has its pros and cons.…”

Section: Talent Managementmentioning

confidence: 99%

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Haromszeki

2023

International Journal of Contemporary Management

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Background Foreign direct investment (FDI) of multinational corporations (MNCs) from Central Europe have become more visible in the last decade, but many studies describing the role of talent management (TM), competency management (CM), and organizational leadership (OL) in MNCs have taken place in enterprises with headquarters in developed countries. The relationship between different variables in MNCs headquartered in less developed countries has not been satisfactorily explained in the scientific and professional literature. Research aims Hence, the main aim of this paper is based on the outcomes presentation of the relations between TM, CM, and the advancement level of OL practices in MNCs having their headquarters in less developed countries. Methodology The theoretical and empirical suppositions are based on two major concepts: resource-based views and a situational approach. The data were collected using the computer-assisted telephone interviewing (CATI) method in 200 nonfinancial enterprises with the domination of the Polish capital having foreign entities, inter alia, in Central and Western Europe. Findings The conducted research shows that there is a relationship among TM, CM, and OL practices. Also, there are significant differences between companies depending on the duration of the MNC’s operation on the market, the size of the organization, and the type of business profile. Whereas the assumptions have been based on a literature review, empirical research has not confirmed that there is a difference between foreign subsidiaries located in more and less developed countries (here, Central Europe and Western Europe).

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Section: Talent Managementmentioning

confidence: 99%

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Haromszeki

2023

International Journal of Contemporary Management

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“…We might expect a broader discussion on fiscal financing [32], health system financing [33], public administration reorganisation [34], the sharing economy, changes in tourist preferences [35], alternative costs of the globalization of the supply chain distortion, chemical industry concentration [36], microeconomic asymmetric shocks to different industry branches e.g. leisure versus respirator manufacturing industry, rapid digitisation of services, and reshaping of innovative work behaviour [37], particularly high school education. The accounting assumption is that the going concern will face a wave of bankruptcy and insolvency outbreaks [38], [39].…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

Dynamics of the COVID-19 Contagion and Mortality: Country Factors, Social Media, and Market Response Evidence From a Global Panel Analysis

2020

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This research asks how an epidemic affects human behaviour. Probably the COVID-19 contagion is the most adverse global public health, economic, social, and technological stress since the Second World War. It affects almost all countries and challenges the globalisation particularly the global supply chain. The research community struggles with the multidimensional consequences of the SARS-CoV-2 virus infections. The critical goal is to quickly implement an efficient vaccine, as the society faces a tradeoff between death exposure and the size of the economic downturn. With this paper, we search for factors affecting contagion, mortality, and the time span between the country virus inception and first death. Additionally, we analyse the development of social media and financial markets. We applied a panel data set on all of the countries across the globe from 31 December 2019 until 31 March 2020 to investigate the patterns of epidemic development. We examined 7,642 country-daily data. We constructed classification tree regression, panel, and cross-sectional regression models. Our results support the conclusion that: 1) the speed of severity and contagion is different between themselves and across continents, 2) financial markets and social media respond differently to factors affecting contagion and severity, and 3) the time span between the first contagion in the economy and first death case cannot be plausibly explained with time-invariant variables. This research supports the policymakers with robust data for the informative allocation of scarce resources.

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How Destructive Social Aspects Inhibit Innovation in an Organisation

Cited by 2 publications

References 64 publications

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

The Effects of TM and CM on Organizational Leadership in Foreign Entities of MNCs

Dynamics of the COVID-19 Contagion and Mortality: Country Factors, Social Media, and Market Response Evidence From a Global Panel Analysis

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