The Interaction between Human and Organizational Capital in Strategic Human Resource Management

Junita, Audia

doi:10.21632/irjbs.9.1.49-62

Cited by 8 publications

(11 citation statements)

References 35 publications

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“…The mechanism of the action takes place continuously as time changes (dynamic) (Muhammadi & Soesilo, 2001). Characteristic of organizational strategy, human resource system, role behavior of organizational members and organizational performance interactively (Junita, 2015(Junita, , 2016.…”

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

“…A commitment-oriented human resource system is judged to be very suitable to be applied to organizations with a marketing differentiation strategy (Arthur, 1992(Arthur, , 1994Nishii et al, 2008;Sun et al, 2007). A commitment-oriented human resource system is identified as a system capable of eliciting service-oriented role behaviors from organizational members (Clarke & Hill, 2012;Junita, 2016;Nasurdin, Ling, & Fun, 2011;Nishii et al, 2008;Riaz & Mahmood, 2017;Sun et al, 2007), especially those in production. Similarly, organizational service orientation is a good predictor of the emergence of highinvolvement organizational members (Popli & Rizvi, 2015).…”

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

“…The characteristics of service-oriented role behavior in banking will be the basis for the choice of organizational strategies and human resource systems (Wrigth & Snell, 1998). Banks that have employees with good service-oriented role behavior will be the basis for the organization to remain focused on marketing differentiation strategies (Popli & Rizvi, 2015) and commitment-oriented human resource systems (Junita, 2016) because of the human resource strategy and system the right one is used to leverage the service-oriented role behavior that is expected by banks.…”

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

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Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Junita

Saragih

Atmoko

2019

jmk

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This paper seeks to explore a model of banking service orientation in strategic human resource management and system dynamic perspective, theoretically. As a scientific effort to develop a study of strategic human resource management. So far, the relationship between elements in strategic human resource management perspective as a system is only analyzed linearly. This article is the result of a literature study. An analysis is done narratively, to answer research problems. Research finding in the form of banking service-orientation model in strategic human resource management and system dynamic perspective, that illustrates the interaction between marketing differentiation strategy, commitment-based human resource system, service-oriented role behaviors to achieve banking performance.

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Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

Section: System Dynamics Model Of Banking Service Orientation In Stramentioning

confidence: 99%

See 1 more Smart Citation

Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Junita

Saragih

Atmoko

2019

jmk

Self Cite

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“…And competencies approach (RBV); is relied essentially on RBV assumptions and suggested that HRM is a source to competitive advantage by its role of utilizing HRs and providing desirable behaviors, which leads to increased organizational efficiency (Gannon, Roper, & Doherty, 2015;Junita, 2016;Nigam et al, 2011;Tamer Khalil Darwish, 2013;Way & Johnson, 2005;Wright et al, 2001). In other words, HR practices contribute to achieving organizational objectives through increasing knowledge, skills and abilities of employees and that is the human capital (K. Katou, 2017).…”

Section: Rbv-based Mediation Frameworkmentioning

confidence: 99%

“…Other studies pointed out that the organization's resources such as; human capital and social capital, play a major role as a mediating variable in explaining this relationship (Donate et al, 2015). With shifting toward a knowledge-based economy, the scholars increased focus on intellectual capital as a critical resource of an organization to gain competitive advantage and achieving organizational effectiveness (Junita, 2016;Kong & Thomson, 2006;Susan, Saeed, Mohammad, & Hassan, 2013;. The explains the following table (1) some the differences between the studies that were conducted about the relationship between SHRM and performance.…”

Section: Introductionmentioning

confidence: 99%

Does Intellectual Capital Explicate the Relationship Between Strategic Human Resources Management and Innovation Performance? A Conceptual Framework

2020

IJBMR

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With increase challenges that face of the organizations, enhancing innovation has become the major strategic objective to survive and grow, accomplishing this objective is by successful in managing firm's intellectual capital, where it is the first driving force for innovation. Hence the organizations pursue to employs strategic HRM approach to the development of the knowledge resources and successful orientation to employees toward reaching the required objective. This approach aims to achieve vertical and horizontal alignment between HRM and organization strategy and designs HRM practices to consistent with the goals of organizations. For that, the current paper adopted a critical analytical approach to developing a conceptual framework about the role of strategic HRM in developing intellectual capital and enhancing innovation based on assumptions of resources-based view (RBV) of the firm.

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Intellectual capital stocks and flows: examining the mediating roles of social capital and knowledge transfer

Dahiyat

Khasawneh²,

Bontis

et al. 2021

VJIKMS

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Purpose This study aims to develop and empirically test a “stocks and flows”-based model of intellectual capital (IC) that examines how human-embodied knowledge (i.e., human capital) can be transformed into organisational non-embodied knowledge (i.e., organisational capital) through the mediating roles of social capital and the knowledge management (KM) process of knowledge transfer. Design/methodology/approach A structural model was developed and empirically tested using a survey data set of 295 questionnaires collected from the “knowledge-intensive” pharmaceutical manufacturing industry in Jordan. Findings Empirical results revealed that each of human capital, social capital and knowledge transfer has a positive and significant effect on organizational capital. In particular, knowledge transfer emerged as having the strongest effect. Social capital, on the other hand, emerged as having a positive and significant effect on knowledge transfer. Mediation analysis revealed that while human capital significantly affects organizational capital, such an effect is partially and significantly mediated by each of social capital as well as knowledge transfer. Practical implications This study provides senior managers in pharmaceutical manufacturing firms with valuable insights pertaining to the development of their IC, in terms of how to exploit their knowledge stocks (i.e. human-embodied knowledge and organizational non-embodied knowledge) through managing knowledge flows between them. This was shown to be significantly leveraged by the mediating roles of social capital as well as knowledge transfer. Originality/value This study provides important theoretical and empirical contributions to the extant literature in a number of ways. It provides better understanding of the intricate linkages among IC dimensions, and how these play complementary roles in organizational capital development. It has also provided important empirical evidence highlighting the vital mediating roles of social capital and knowledge transfer in facilitating knowledge flows, which aid in transforming human-embodied knowledge stocks into organizational-embodied ones.

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The Interaction between Human and Organizational Capital in Strategic Human Resource Management

Cited by 8 publications

References 35 publications

Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Banking Service Orientation Model in Strategic HRM and System Dynamics Perspective

Does Intellectual Capital Explicate the Relationship Between Strategic Human Resources Management and Innovation Performance? A Conceptual Framework

Intellectual capital stocks and flows: examining the mediating roles of social capital and knowledge transfer

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