Role of strategic management for employee engagement and skill development for start-ups

Kulkarni, Praveen M.; Mutkekar, Rohit R.; Ingalagi, Sanjeev

doi:10.1108/xjm-07-2020-0036

Cited by 14 publications

(12 citation statements)

References 65 publications

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“…The Cronbach value for this component was 0.81, greater than 0.7, indicating the reliability of the construct (Hair et al, 2017). These findings corroborated numerous empirical studies such as Bouazza et al (2015), Milosevic et al (2019), Lotich (2019, Bushe (2019), Kulkarni et al (2020) and Navandar et al (2021). The second component labelled as "Firm-specific factors" that are also managerially controllable has an eigenvalue of 3.923, and the percentage of the variance of 20.6% consisted of six items.…”

Section: Principal Component Analysissupporting

confidence: 88%

Key failure factors of start-up women owned SMEs in service sector in Kigali: a principal component analysis approach

Kasema

2021

XJM

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Purpose This study aims to develop and test a framework for studying the failure of new women entrepreneurs in the small- and medium-sized enterprises (SMEs) sector. Design/methodology/approach Using a sample of 114 unsuccessful entrepreneurs in Kigali, Rwanda, this study aimed to identify key failure factors of women-owned SMEs. This study used mixed methods where quantitative data were analysed using the principal component approach with Varimax rotation to reduce the variables to only three clusters. Findings The study findings revealed that the failure of women-owned SMEs results from the entrepreneur’s inability followed by the enterprise incompetence, which are both internally controllable factors and the inauspicious business environment. These findings contribute to the validity of the dynamic capability theory by explaining how well internal and external factors must stay glued together to avoid failure among women-owned SMEs, something that was not yet previously well documented so far. Originality/value New SMEs are considered a noteworthy constituent of Rwandan development. Unfortunately, most new SMEs, in general, do not grow; their failure rate is high (70%), which raised many worries for both researchers and policymakers as to why this occurs at this stage of business growth. Therefore, to the best of the authors’ knowledge this paper is the first to analyse the reasons for the failure of Rwandan women-owned SMEs in the service sector. These findings are important because they suggest that policies designed to reduce the incidence of SMEs’ failure should take account of the two main factors influencing failure among women entrepreneurs.

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Section: Principal Component Analysissupporting

confidence: 88%

Key failure factors of start-up women owned SMEs in service sector in Kigali: a principal component analysis approach

Kasema

2021

XJM

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“…Employer rating portals are developing into an interactive forum and shaping the image of employers -employer branding, which is supported by social media (Hesse, 2017). The design of an attractive employer brand must be understood as a strategic management task (Kulkarni et al, 2020) in social economy organizations.…”

Section: Discussionmentioning

confidence: 99%

Glocal trends and employer ratings as a critical branding approach in the social economy

Heide

2021

SHS Web Conf.

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Research background: The global corona pandemic that broke out at the beginning of 2020 is considered a catalyst for the necessary digitization of organizations - including in the social economy. In addition to social issues, the corona crisis primarily affects the economic framework, in particular securing liquidity to maintain business activity. Furthermore, the shortage of skilled workers is exacerbated by the change to the labor market. At the same time, Generation Y is populating the job market with their changed demands and is presenting employers with central challenges. This primarily includes maintaining the innovation and competitiveness of the socio-economic organization. Purpose of the article: The aim of this research contribution is to show organizations how information from web-based employer review portals can be used for decision-making. The focus is on the identification of critical success factors for the organization-specific stakeholder orientation, especially for employer branding. Methods: The author has analyzed secondary data due to the pandemic in order to identify and systematize HR tendencies. In doing so, available (online) data from Bitkom was used, supplemented by ratings and comments on the web platform for employer ratings kununu.com. Findings & Value added: Employer rating portals are developing into an interactive forum and shaping the image of employers - employer branding, which is supported by social media. The design of an attractive employer brand must be understood as a strategic management task in social economy organizations.

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“…The researcher's perspective needs to be considered in the vision and mission of UIC. Researcher engagement programs are effective but have not been successful in developing researcher skill sets or achieving the vision and mission of collaboration (Kulkarni et al, 2020).…”

Section: Rq3 How To Improve the University Researchers' Involvement I...mentioning

confidence: 99%

Researchers’ Motivation, Interaction Channels, and Strategies Towards University-Industry Collaboration: A Case Study Approach

Mohmood

Fadzline²

2022

IJIM

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The relationship between the university and industry is an important element to increase knowledge and technology exchange that benefits both. However, this collaboration remains unclear understanding how this relationship can be enhanced for better opportunities that impact the community and economic development. The decreased number of UIC grants is due to several influencing factors, mainly researchers’ motivation, interaction channel, and innovation culture. This study will have a deeper understanding of the researchers’ motivations, interaction channels, and strategies toward University-Industry Collaboration (UIC) from the context of a technical university. This research employed semi-structured interview sessions with top management of the university and academics and analyzed thematically. Through this study, it was found that the factors that influence the motivation of researchers are student talent, funding, enthusiasm to contribute, and appreciation as an expert. While the four interaction channels used to communicate with the industry are namely traditional channels, two-way channels, and commercial and service channels. Thus, strengthening channels of interaction, increasing the motivation of the researchers, and improving the culture of innovation will ultimately improve the UIC for the years to come.

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Role of strategic management for employee engagement and skill development for start-ups

Cited by 14 publications

References 65 publications

Key failure factors of start-up women owned SMEs in service sector in Kigali: a principal component analysis approach

Key failure factors of start-up women owned SMEs in service sector in Kigali: a principal component analysis approach

Glocal trends and employer ratings as a critical branding approach in the social economy

Researchers’ Motivation, Interaction Channels, and Strategies Towards University-Industry Collaboration: A Case Study Approach

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