The Human Capital Dimension within the Organizational Equation. Gliding Between Virtual and Traditional Teams

Stratone, Mădălina Elena; Vătămănescu, Elena‐Mădălina

doi:10.25019/mdke/7.4.01

Cited by 6 publications

(4 citation statements)

References 50 publications

(16 reference statements)

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“…The culture of remote leadership should be implemented better in practice. Stratone and Vätämänescu (2019) suggest that remote leaders should consciously help create an identity and culture to the workplace. As for remote conferences, the supervisors thought that meeting practices should be clarified.…”

Section: Athens Journal Of Social Sciencesmentioning

confidence: 99%

Untitled

2023

AJSS

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ATINER is an Athens-based World Association of Academics and Researchers based in Athens. ATINER is an independent and non-profit Association with a Mission to become a forum where Academics and Researchers from all over the world can meet in Athens, exchange ideas on their research and discuss future developments in their disciplines, as well as engage with professionals from other fields. Athens was chosen because of its long history of academic gatherings, which go back thousands of years to Plato's Academy and Aristotle's Lyceum. Both these historic places are within walking distance from ATINER's downtown offices. Since antiquity, Athens was an open city. In the words of Pericles, Athens"…is open to the world, we never expel a foreigner from learning or seeing". ("Pericles' Funeral Oration", in Thucydides, The History of the Peloponnesian War). It is ATINER's mission to revive the glory of Ancient Athens by inviting the World Academic Community to the city, to learn from each other in an environment of freedom and respect for other people's opinions and beliefs. After all, the free expression of one's opinion formed the basis for the development of democracy, and Athens was its cradle. As it turned out, the Golden Age of Athens was in fact, the Golden Age of the Western Civilization. Education and (Re)searching for the 'truth' are the pillars of any free (democratic) society. This is the reason why Education and Research are the two core words in ATINER's name.

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Section: Athens Journal Of Social Sciencesmentioning

confidence: 99%

Untitled

2023

AJSS

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“…Nevertheless, this research evidence that incorporating technology into the recruitment process in SMEs is relatively scarce and does not provide the ultimate trends as in big enterprises. Yet, to cope with the technological changes and to the fierce global competition, SMEs should adapt to the new technologies and knowledge (Vătămănescu and Stratone, 2019), when it comes to the recruitment process.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Recruitment in SMEs: the role of managerial practices, technology and innovation

Biea,

Dinu,

Bunica

et al. 2023

EBR

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Purpose Various scholars suggest that there is a lack of research on the recruitment in small and medium-sized enterprises (SMEs) and also a scarcity of theoretical basis for the recruitment procedures used by these companies. As the vast majority of studies concentrate on larger organizations, they may not accurately reflect the challenges faced by smaller-sized entities to profoundly and accurately comprehend their recruitment procedures. In addition, the use of technology in recruitment has grown in importance in today’s quickly evolving business environment, particularly in light of the COVID-19 pandemic footprint. This study aims to examine the recruitment procedures used by SMEs and how they have been compelled to adjust to different extents to these technological improvements by the effects of the aforementioned epidemic. Design/methodology/approach With the aim to investigate the current recruitment practices in SMEs and the extent to which digital technologies are embraced by these companies within human resources (HR) procedures, this research relied on interviews with SMEs representatives. The qualitative methods used provided access to relevant data and insights, as they allowed close interactions with top managers and CEOs of ten companies from various sectors. Thus, the research results draw a vivid and reliable image of the procedures and practices used by small and medium-sized companies to attract, select and retain their staff. Findings This study’s findings are of increased interest to HR professionals, recruiters and managers in SMEs, who aim to attract and retain the best talent and optimize their recruitment strategies in a rapidly changing business environment, enabled by technological advancements. Effective HR recruitment procedures adapted to the specific needs of small and medium-sized companies can lead to several benefits for the organization, including improved employee selection, reduced turnover and increased organizational productivity. Research limitations/implications Although the interviews examined here encompass recruitment techniques from SMEs in a variety of industries, the results’ generalizability is limited by the sample size and geography. Furthermore, the findings’ dependability is dependent on the accuracy of the data provided by the respondents. Practical implications This investigation confirms some of the theoretical underpinnings which point to the lack of formalized structures and procedures in the recruitment process in SMEs, which enjoy more flexibility in managing HR processes. In addition, the results reinforce the arguments indicating an adjustment between HR strategies or policies and organizational goals in smaller enterprises which adapt faster to changes in the market. Moreover, it becomes apparent that there is a relationship between the quality of job descriptions and the successful fit in attracting the right candidates for the open positions. Furthermore, digital technologies offer opportunities for expanding the recruiters’ reach to a wider audience and also support the selection stage, thus increasing the chances of finding suitable staff. As the need to shift from traditional recruitment to e-recruitment in SMEs has been highlighted in the literature, the qualitative research revealed that this need was driven on the one hand by the COVID-19 pandemic when these companies successfully adapted and implemented new online methods of recruiting, but also by the lack of skilled labor, leading to the expansion of recruitment to other parts of the country or even to other countries. Social implications With regard to the proportion of men and women used in small and medium-sized companies, there is a clear need to involve and train more women in the predominantly male-dominated industrial and IT sectors. From this point of view, companies tend to devote more interest to integrating communities of women in these industries, as well as in key management positions. Another point of interest that the study highlights is the fact that SMEs have started to get creative with the benefits package they propose to candidates and focus on remote work, hybrid office–home working, or seasonal work to offer future employees a better work–life balance. Originality/value The added value of this investigation is filling the gaps in the current literature concerning recruitment procedures currently used by SMEs, the challenges they face and the solutions they advanced to solve them. Furthermore, SMEs often drive innovation and competition in the market and play a crucial role in the supply chain of larger companies, providing them with the goods and services they need to operate and supporting the availability and reliability of products from larger companies. They are often the driving force behind revitalizing local economies and creating new employment opportunities. Consequently, the underlying significance of this study is rooted in the need to modernize and simultaneously improve HR recruitment procedures through the integration of technology and a focus on innovation.

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“…Die Teilnehmer der Studie würden die persönliche Kommunikation der Online-Kommunikation vorziehen. Stratone und Vătămănescu, ( 2019 ) und Krawczyk-Brylka ( 2016 ) weisen auf die potenziellen Nachteile der Remote-Kommunikation im Vergleich zur Face-to-Face-Kommunikation in Bezug auf den Koordinations- und Kollaborationserfolg hin. Remote-Teams berichteten über einen signifikant höheren individuellen (Rede)Beitrag und mehr Meetings zur Zielerreichung.…”

Section: Forschungsergebnisse Zu Virtueller Teamarbeitunclassified

Teamarbeit in Präsenz vs. remote – Unterschiede im individuellen Erleben, der Kommunikation und der Teamleistung

Bachmann¹,

Bloch²,

Bravo³

2022

Organisationsberat Superv Coach

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Gegenstand der vorliegenden Untersuchung war es, herauszufinden, inwiefern sich virtuelle Meetings von Präsenzmeetings in messbaren Parametern unterscheiden. Die Untersuchung umfasste sowohl eine Datenerhebung per Fragebogen als auch eine strukturierte Beobachtung und Operationalisierung der Kommunikationsmuster während einer im Mittel 45-minütigen Gruppenaufgabe. Die Ergebnisse zeigen, dass Online-Gruppenarbeit als psychisch und physisch anstrengender und gleichzeitig monotoner erlebt wird. Im Vergleich zu Gruppenarbeit in Präsenz verzeichnen Teams online eine insgesamt längere Diskussionszeit, wobei die Anzahl der Redebeiträge pro Person geringer ist, hingegen die Dauer der einzelnen Beiträge zunimmt. Ebenso bestätigt sich die Vermutung, dass auch die Teamleistung in online Meeting-Formaten schlechter ist als in Präsenzmeeting.

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The Human Capital Dimension within the Organizational Equation. Gliding Between Virtual and Traditional Teams

Cited by 6 publications

References 50 publications

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Untitled

Recruitment in SMEs: the role of managerial practices, technology and innovation

Teamarbeit in Präsenz vs. remote – Unterschiede im individuellen Erleben, der Kommunikation und der Teamleistung

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