The influence of strategic alliances on human capital development

Ferreira, António; Franco, Mário

doi:10.1108/emjb-04-2019-0052

Cited by 47 publications

(40 citation statements)

References 87 publications

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“…Developed human capital is strategically important and valuable to the firm. Improving human capital can be achieved through one-to-one training, organizing training events, training and skills development to encourage the exchange of knowledge, experience and know-how between employees and customers (Muda & Rahman, 2016;Ferreira & Franco, 2019). It is noted that there is a relationship between the influence of human capital on the success of the firm and how the knowledge of managers/owners of SMEs was obtained.…”

Section: Human Capital In Smes Management or Service Sectormentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

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The article aims to compare important management factors between SMEs in the service sector and SMEs in other entrepreneurship sectors. The study was realized in the Czech Republic and the Slovak republic over SMEs in the service sector and other sectors in 2019-2020. The data were collected from the owners or top-level managers; the total sample used in the study was 822 SMEs. The questionnaire was constructed in an online version and was fulfilled by 240 SMEs in the service sector and 582 other companies in the Czech or Slovak republic. The research hypotheses were evaluated by basic statistics tools: contingency tables, Z-score, and Chi-square test. The results showed that there are significant differences in the agreed attitudes to the statement: "I manage the company for more than 8 hours a day" between the Czech (62%) and Slovak (71%) respondents in the service business sector. Neither nationality nor the business sector is essential determinants in the perception of human capital as the most critical element in the company (8 out of 10 respondents) and the fact that the owner (manager) of the company should regularly evaluate the performance of its subordinates and motivate them to innovate in work processes. The results are interesting for the entrepreneurs themselves and for entities and organizations that help SMEs' business activities in selected countries, respectively, for economic policymakers.

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Section: Human Capital In Smes Management or Service Sectormentioning

confidence: 99%

Selected Factors of SMEs Management in the Service Sector

Belás

Amoah

Petráková

et al. 2020

JoTS

View full text Add to dashboard Cite

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“…However, in the context of product and process open innovation, the firms must possess the abilities to structure, consolidate and reconstitute their sources (Li and Liu, 2014; Santoro et al , 2019). Hence, companies functioning in different countries as subsidiaries of multinational firms must possess such capabilities to best utilize the open innovation through marketing knowledge management (Ferreira and Franco, 2019; Kang and Kang, 2014; Sreenivasulu, and Chatterjee, 2019). To survive in the international market through marketing knowledge management (MKM), the subsidiaries must benefit from the potentials of open innovation by improving their dynamic capabilities (Teece et al , 1997; Hill and Rothaermel, 2003) and sensing activities by seizing the observed opportunities (Cepeda and Vera, 2007; Inoue and Liu, 2015; Kizgin et al , 2019), and by appropriately reconfiguring their abilities (Ferreira and Franco, 2019; Kar and Chatterjee, 2019; Wu, 2010).…”

Section: Introductionmentioning

confidence: 99%

“…Hence, companies functioning in different countries as subsidiaries of multinational firms must possess such capabilities to best utilize the open innovation through marketing knowledge management (Ferreira and Franco, 2019; Kang and Kang, 2014; Sreenivasulu, and Chatterjee, 2019). To survive in the international market through marketing knowledge management (MKM), the subsidiaries must benefit from the potentials of open innovation by improving their dynamic capabilities (Teece et al , 1997; Hill and Rothaermel, 2003) and sensing activities by seizing the observed opportunities (Cepeda and Vera, 2007; Inoue and Liu, 2015; Kizgin et al , 2019), and by appropriately reconfiguring their abilities (Ferreira and Franco, 2019; Kar and Chatterjee, 2019; Wu, 2010). To internationalize the knowledge management process to improve marketing abilities, multinational firms must take appropriate steps so that their subsidiaries develop the abilities to reconstruct, integrate, create, renovate and, in some cases, dispose the existing resources for product and process innovation (Becker and Dietz, 2004; Teece, 2007).…”

Section: Introductionmentioning

confidence: 99%

Knowledge sharing in international markets for product and process innovation: moderating role of firm's absorptive capacity

Chatterjee

Chaudhuri

Vrontis³

2021

IMR

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PurposeThis study examines the relationship between knowledge-sharing activities of the firm and its innovation capability. It also investigates the moderating impact of the firms' absorptive capacity on the relationship between knowledge sharing and firm innovation capability from the cross-subsidiary perspective in the international market environment.Design/methodology/approachThis study reviewed the literature from the areas of knowledge management, international market and innovation management. Through the literature review, absorptive capacity theory and dynamic capability view (DCV) theory, a conceptual model has been developed. This model has been validated using partial least squares structural equation modeling (PLS-SEM) technique with 612 respondents from 16 multinational firms from different countries.FindingsThe study finds that knowledge-sharing activities across subsidiaries of multinational firms are important for product and process innovation. Firms’ absorptive capacity also impacts the relationship between firms' knowledge-sharing activities and their different dynamic capabilities, such as sensing, seizing and transforming. The study also finds that firms' innovation capability positively impacts their competitiveness.Research limitations/implicationsThis study provides valuable inputs to the management of multinational firms to recognize the importance of knowledge-sharing activities across their different subsidiaries in the international marketing knowledge management (MKM) context.Originality/valueThe study adds to the literature on knowledge management, international market and firms' innovation capability. As the study examines the knowledge-sharing activities across different subsidiaries of multinational firms, especially in the context of process and product innovation, it is considered unique. The study also provides a unique validated model.

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“…SME's distribute capital to maintain risk and cost related variables in order to increase sustainable activities (Srisathan et al, 2020). They are able to achieve significant growth, competitive performance, and an enduring reputation for their businesses (Ferreira & Franco, 2019). Employees that are active in delivering effective services contribute to the success of a small business.…”

Section: Introductionmentioning

confidence: 99%

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

Jalil¹,

Ullah²,

Ahmed

2021

SAGE Open

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Many critical decisions about an employee’s innovative performance are significantly based on the training results, as they are accountable for a variety of behavioral-related consequences. Training is among the most important human resource management strategies. The aim of this study is to examine the relationship between employees’ perceptions of training and their innovative behavior in the Malaysian SME sector, as well as the mediating effect of affective and calculative commitment on this relationship. Structured questionnaires were used to collect the data. A total of 635 employees from 200 SMEs were selected through a stratified random sampling method, and structural equation modeling was applied to test the relationship. The findings of the study supported the hypothesized relationships, as training in Malaysia significantly engaged SME employees in innovative behavior. Furthermore, the study discovered that affective and calculative commitment have partial mediating effects on the association between training and innovative behavior. In the context of the SME sector, theoretical and managerial implications have been addressed. The originality of the study is that it examines the relationship between employees’ perceptions of training and their innovative behavior in SMEs. The relationship was measured using a multidimensional approach in the study. The research also adds to the body of knowledge by identifying the mediating effect of affective and calculative commitment.

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The influence of strategic alliances on human capital development

Cited by 47 publications

References 87 publications

Selected Factors of SMEs Management in the Service Sector

Selected Factors of SMEs Management in the Service Sector

Knowledge sharing in international markets for product and process innovation: moderating role of firm's absorptive capacity

Training Perception and Innovative Behavior of SME Employees: Examining the Mediating Effects of Firm Commitment

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