Shaken, not stirred

Grasenick, Karin; Løw, Jonathan

doi:10.1108/14691930410533696

Cited by 112 publications

(7 citation statements)

References 11 publications

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“…First, this study has found significant relationships between HR systems -high-profile personal and collaborative -and human capital and social capital, respectively. On the one hand, companies can acquire human capital by using selective staffing, retain qualified employees through high-compensation programs, or improve and update skills and M.J. Donate et al 16 employees' knowledge by applying formal training programs (Bartel, 2004;Grasenick & Low, 2004; in an interrelated form (Becker & Huselid, 1998). Similar to the study by , the results of our study validate the arguments of human capital theorists who suggest that organizations can improve their level of human capital through HRM systems based on high-profile personal practices of both 'buy' and 'make' HR.…”

Section: Discussionmentioning

confidence: 99%

“…Thus rigorously selective staffing and comprehensive training contribute to a high level of collective human capital for the workforce (Huselid, 1995;Zacharatos, Barling, & Iverson, 2005). In general, the stock of human capital increases when new highly skilled employees join an organization (Grasenick & Low, 2004). In this regard, Guthrie and Olian (1991) showed that selection practices have a significant effect on the characteristics of managers and employees selected for working.…”

Section: Hrm As An Antecedent Of Human Capital Developmentmentioning

confidence: 97%

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HRM practices for human and social capital development: effects on innovation capabilities

Donate

García-Pardo

Pablo

2015

The International Journal of Human Resource Management

129

144

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This paper analyzes the effect of systems of human resource management (HRM) practices on a company's innovation capabilities. To date, few studies have analyzed the way a firm may be more innovative by using specific sets of high-performance HRM practices from an intellectual capital-based view of the firm. From an extensive literature review, a model was established and tested through structural equation modelling, using the statistical technique of partial least squares. The study was applied to a sample of technological firms in Spain and the results show that high-profile personal HRM practices positively influence human capital while collaborative HRM practices influence social capital, which, in turn, affect innovation capabilities by means of, respectively, total and partial mediating effects. Managerial and HRM implications of these results are drawn by the authors, highlighting the idea of paying increased attention to managing firms with a focus on strategic intangible assets in order to gain competitive advantages based on innovation.

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Section: Discussionmentioning

confidence: 99%

Section: Hrm As An Antecedent Of Human Capital Developmentmentioning

confidence: 97%

HRM practices for human and social capital development: effects on innovation capabilities

Donate

García-Pardo

Pablo

2015

The International Journal of Human Resource Management

129

144

View full text Add to dashboard Cite

show abstract

“…Relational capital is about relationships with all the stakeholders, as well as an organization's external image. Furthermore, relational capital demonstrates how knowledge is shared and negotiated with external actors (i.e., partners, competitors, users, suppliers) (Sveiby, 2001;Grasenick and Low, 2004). Finally, structural/organizational capital includes the processes, models, routines, leadership styles, organizational culture, and patents aimed at influencing and supporting human capital (Sveiby, 2001).…”

Section: Intangible Assets and Performance In Nonprofit Organizationsmentioning

confidence: 99%

Intangible Assets and Performance in Nonprofit Organizations:A Systematic Literature Review

et al. 2020

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Nonprofit organizations (NPOs) promote citizens' participation in community life through several different kinds of organizations: some more informal (such as associations and volunteering groups), others more formal or public (such as charities and foundations). This heterogeneity, as well as the well-known peculiarities of NPOs when compared to profit and public ones, poses new challenges to their management. In the constant need to find balance between financial constraints and social value, a main resource for NPOs is the management of intangible assets, such as knowledge, positive relationships within the organization and with users, external image, loyalty and commitment, and so on. From the literature on for-profit organizations, it is well known that proper management of intangible assets improves an organization's sustainable competitive advantage, not only by enhancing its members' affiliation and commitment but even by enhancing their productivity. This is particularly relevant when taking into account the main role of volunteers in the third sector. Volunteers, indeed, show different job attitudes and organizational behaviors than paid employees, as their membership and accountability are less formalized and they frequently lack a proper teamwork, due to the high volunteer turnover. At the same time, from the managers point of view, managing volunteers and paid workers require higher skills and competencies than managing human resources in for-profit organizations. Developing these reflections and considerations, we aim to conduct a systematic literature review on the association between intangible assets and performance in NPOs. The literature will be conducted following the indications from the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement. It provides an evidence-based minimum set of items to be included in the review, as well as a workflow to properly manage and choose the papers to be included. The authors conducted the research using EBSCO, ProQuest, and Scopus databases.

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“…Finally, organizational resources represent the structural assets such as intellectual property, technology know-how, systems, management techniques, financial allocation, organizational routines, procedures, image, history and reputation etc. (Reilly & Schweihs, 1998;Grasenick & Low, 2004;Roos et al, 2012).…”

Section: Item Generationmentioning

confidence: 99%

Examining the relationship between competitive capability and perceived service quality in university libraries

Arachchige

Singh

Weerasooriya

2021

Jnl Univ. Librarians Assoc. Sri Lanka

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As modern Information Technology has created a way to a variety of information service opportunities, many options other than the conventional library service are available for users. A stiff competition has emerged among information service providers and therefore university library professionals too have to think of their competitive advantage. Service quality has gained a high concern as a strategy for developing the competitive position of an organization and many studies in different fields have established a strong relationship between service quality and competitive advantage. Viewing inversely, some practitioners contemplate that the competitive position of resource capabilities can influence the improvement of service quality. In order to examine the relationship between competitive position and the service quality in a university library context, an exploratory survey was employed utilizing a VRIO based questionnaire and LibQUAL+ based instrument with 89 library professionals selected from 15 state university libraries in Sri Lanka. The study reveals that there is a moderate positive correlation between two variables (r = .286, n= 66, p = .020). As the relationship is moderate, further studies seem essential to support the hypothesis. The large percentage of residuals indicates that there are more factors contributing to the service quality in university libraries. This study

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Shaken, not stirred

Cited by 112 publications

References 11 publications

HRM practices for human and social capital development: effects on innovation capabilities

HRM practices for human and social capital development: effects on innovation capabilities

Intangible Assets and Performance in Nonprofit Organizations:A Systematic Literature Review

Examining the relationship between competitive capability and perceived service quality in university libraries

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