Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

Anastasiu, Livia; Gavriş, Ovidiu; Maier, Dorin

doi:10.3390/su12062300

Cited by 18 publications

(16 citation statements)

References 34 publications

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“…The complexity and intense competition of the external economic environment forces organizations to be innovative and to change in order to survive (Tosheva and Panovski, 2014;Du et al, 2015). To meet this demand, organizations require employees' creative ideas and behaviors in improving efficiency (Anastasiu et al, 2020;Kang et al, 2020). These transformative efforts and innovative behaviors have aroused special attention in domestic and foreign academic circles in recent years and constitute an emerging field.…”

Section: Discussionmentioning

confidence: 99%

Inclusive Leadership Promotes Challenge-Oriented Organizational Citizenship Behavior Through the Mediation of Work Engagement and Moderation of Organizational Innovative Atmosphere

et al. 2020

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Challenge-oriented organizational citizenship behavior or the organization-improving tasks employees perform beyond their job description is important for high organizational performance, but the organizational factors influencing it are poorly understood. In this study, we explored how inclusive leadership influences employees’ challenge-oriented organizational citizenship behavior in the Chinese context, drawing on data from 558 employees in high-tech industries. Multivariate correlation analysis showed that inclusive leadership promotes employees’ challenge-oriented organizational citizenship behavior and that this influence is partly mediated by work engagement. Further, it showed that organizational innovative atmosphere has a moderating effect on the relationship between inclusive leadership and employees’ challenge-oriented organizational citizenship behavior. In effect, this study expands the range of predictive variables for challenge-oriented organizational citizenship behavior and provides not only theoretical insight but also practical guidance for leaders who seek to motivate this behavior in their employees.

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Section: Discussionmentioning

confidence: 99%

Inclusive Leadership Promotes Challenge-Oriented Organizational Citizenship Behavior Through the Mediation of Work Engagement and Moderation of Organizational Innovative Atmosphere

et al. 2020

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“…In certain ventures, new innovation such as advanced mechanics has supplanted work. A survey by PwC (2018) conducted in China, India, Germany, the United Kingdom, and the United States revealed some interesting findings, including the notion that many occupations, particularly regular ones, will be eliminated and replaced with jobs that need flexibility to modern technologies (Anastasiu et al, 2020). Human capital is unlike physical capital; it is an irreversible investment: the individual worker cannot be separated from human capital.…”

Section: Research Limitation/implicationsmentioning

confidence: 99%

The Challenges of Small and Medium Businesses in Managing Human Capital towards SMEs Performance – A Qualitative Study

Khan¹,

Kasuma²,

Ali³

2022

AJBA

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Manuscript type: Research paper Research aims: Currently, machinery is replacing most human capital to save cost, but the value of human capital that contributes to the performance of SMEs is invaluable. SMEs were used to explain the connection between human capital and SMEs performance in South Australia. Design/Methodology/Approach: Five case studies on SMEs in South Australia were used in this study. The analysis of qualitative data entailed data coding, within-case analysis, and cross-case analysis. Research findings: The cross-case analysis result is unsurprising considering that all five firms depend on their employees to work and keep the firm in operation. The cross-case analysis results are mixed in respect to the connection between human capital and the several types of performance measurement. The results, therefore, need to be interpreted with caution. SMEs perform solely through the skills, experience, and knowledge of their employees. This distinction occurs when the knowledge and information that employees gain are focused directly on the employee’s initiative, decision-making and critical thinking skills. Investment in human capital should be done carefully based on the limited resources of SMEs. Theoretical contribution/Originality: Most research has shown the link between human capital and firm performance. However, the degree to which investment in human capital contributes to the type of performance is yet to be explored based on qualitative data especially regarding SMEs in South Australia. Practitioner/policy implication: The sustainable development goal (SDG) entails a steady improvement in people’s well-being in a good environment. Thus, decisions about investment in human capital and the use of temporary workers should be taken jointly by personnel managers, in accordance with the size of the firm. If this holistic view is ignored, a full understanding of the impact of human capital on the firm’s performance will be obscured. On the other hand, a common feature that large and small firms share is an incompatibility between human capital and temporary employment. Research limitation/implications: The main limitation of this study was the sample of the study that comprised solely of South Australia SMEs. Thus, this study outcome may not be generalisable to the whole Australia as a country. Further investigation across different states would expand knowledge of the complicated patterns of HC. Keywords: Human capital, SME, Productivity, Profitability, South Australia JEL Classification: M12

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“…The strategic view is that the company re-examines resources according to internal and external conditions and trends, makes full use of human resources, ensures the contribution of resources to the organization, transforms resources into unique assets. That are difficult to imitate, substitute, and creates a lasting competitive advantage the company's strengths (Anastasiu et al, 2020).…”

Section: 1mentioning

confidence: 99%

Digital Transformation and Strategic Analysis of Human Resource Value

Liu¹,

Su²

2022

Advances in Management and Applied Economics

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With the development of COVID-19, the corporate value evaluation model has gradually changed from traditional concepts to the digital information. This article aims to analyse how the value chain of human resource management practice creates competitive advantages and value for enterprises, focuses on the value chain model, and explores value activities in practice. The decision-making model and research topic direction of human resource management are put forward to provide a reference for personnel management. Combining AMO (ability, motivation, and opportunity), employee competence, employee motivation, employee opportunity, and to use the following formula to maximize the organization’s revenue. Digital transformation has improved the quality of human resource management. This study is based on the implementation of human resource management systems and human resources in listed companies in Taiwan. The survey results show that capital, employee engagement, organizational behaviour, and digital transformation help practitioners understanding. JEL classification numbers: M1, M12. Keywords: Enterprise Value, Competitive Advantage, Organizational Performance, Digital Transformation.

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Is Human Capital Ready for Change? A Strategic Approach Adapting Porter’s Five Forces to Human Resources

Cited by 18 publications

References 34 publications

Inclusive Leadership Promotes Challenge-Oriented Organizational Citizenship Behavior Through the Mediation of Work Engagement and Moderation of Organizational Innovative Atmosphere

Inclusive Leadership Promotes Challenge-Oriented Organizational Citizenship Behavior Through the Mediation of Work Engagement and Moderation of Organizational Innovative Atmosphere

The Challenges of Small and Medium Businesses in Managing Human Capital towards SMEs Performance – A Qualitative Study

Digital Transformation and Strategic Analysis of Human Resource Value

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