The Mirage of Opportunity

2020 ◽  
pp. 89-103
Author(s):  
Phillip Brown
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Currency Crisis ◽  
Hiring Decisions ◽  
International Networks ◽  
Exchange Value ◽  
Elite Institutions ◽  
Orthodox Theory ◽  
Rules Of The Game

This chapter shows how orthodox theory has contributed to the destruction of the neoliberal opportunity bargain, and how it has become part of the problem rather than a policy solution. Beyond stagnant, if not declining incomes, there are three further symptoms, namely, credential inflation, elite closure, and a narrowing of academic purpose to “education as employability.” Credential inflation is at the heart of a human capital currency crisis given a decline in the exchange value of credentials. The goal posts move with almost every graduation ceremony, and the rules of the game change as employers look beyond credentials in making their hiring decisions. Many people are being priced out of the market not because they are stupid or lack ambition but because they do not have the resources to stay in an extended competition; at the same time, elites are using their social advantage to win a competitive advantage by monopolizing elite institutions and accessing international networks.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

Resources for What? Understanding Performance in the Resource-Based View and Strategic Human Capital Resource Literatures

2021 ◽  
pp. 014920632110031
Author(s):  
Robert E. Ployhart
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Research Needs ◽  
Resource Based View ◽  
Strategic Human Capital ◽  
Specific Performance ◽  
Collective Performance ◽  
And Performance ◽  
Performance Behavior ◽  
Management Scholarship

Barney’s presentation of the resource-based view (RBV) profoundly shaped the trajectory of management scholarship. This article considers the RBV’s impact specifically on the field of strategic human capital resources. Although Barney is still highly relevant, I suggest that research has not sufficiently appreciated the role that individual and collective performance behavior and outcomes play in linking human capital resources to competitive advantage. An alternative, what might be called RBV2.0, posits that research needs to recognize that human capital resources are distinct from performance behavior and outcomes. Such an observation raises the question, “Resources for what?” Answering this question leads to several important insights. First, a given type of human capital resource is only important to the extent it is related to performance behavior and outcomes that contribute to competitive advantage. Second, performance behavior is largely strategy-specific and thus firm-specific. Third, firm specificity is not a characteristic of human capital resources but rather a function of the proximity of the resource to firm-specific performance behavior and outcomes. Consequently, “Performance” is the answer to the question, “Resources for what?” This emphasis on understanding human capital resource-performance relationships adds considerable precision into the RBV, helps resolve puzzles in the strategic human capital literature relating to firm specificity and performance mobility, and promotes a deeper understanding hiding latent within Barney’s original view.

Could CSR improve the financial performance of developing countries’ firms? Analyses of mediating effect of intangible resources

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Hamdoun ◽  
Mohamed Akli Achabou ◽  
Sihem Dekhili
Keyword(s):  
Developing Countries ◽  
Human Capital ◽  
Financial Performance ◽  
Competitive Advantage ◽  
Mediating Effect ◽  
Social Dimension ◽  
Content Type ◽  
Intangible Resources ◽  
The Impact

Purpose This paper aims to examine the link between corporate social responsibility (CSR) and financial performance in the context of developing countries. More specifically, the mediating role of a firm’s competitive advantage and intangible resources, namely, human capital and reputation are studied. Design/methodology/approach The study considered a sample of 100 Tunisian firms. The analysis makes use of the structural equation modelling method to explore the relationship between CSR and financial performance, by including mediator variables. Findings The results confirm that CSR has no significant direct effect on financial performance. In particular, they indicate that the social dimension of CSR has a negative impact on performance. However, CSR does have a positive impact on competitive advantage via the two intangible resources considered, human capital and company reputation. Research limitations/implications The research fills a gap that occurred in the previous literature. In effect, previous studies focussed only on the direct link between CSR and financial performance. In addition, it enriches the limited literature on CSR strategies in the context of developing countries. However, further studies should explore the opposite relationship, i.e. the impact of financial performance on CSR strategy. In addition, the authors believe that amongst other potential research avenues, it would be interesting to study the moderating role of the activity sector. Practical implications From a practical point of view, this study suggests new applications with respect to the link between CSR and financial performance. To enhance their company’s financial performance, managers need to ensure that intangible resources are managed efficiently. Originality/value The paper contributes to the literature by examining how a firm’s intangible resources mediate between CSR and competitive advantage and how competitive advantage mediates between intangible resources and financial performance. Second originality is related to the study of the link between CSR and the financial performance of business organisations in the context of a developing country.

scholarly journals Competitive Advantage Based on Human Capital and its Impact on Organizational Sustainability: Applied Study in Jordanian Telecommunications Sector

2017 ◽  
Vol 7 (1) ◽  
pp. 64 ◽  
Author(s):  
Abdul Azeez Badir Alnidawi ◽  
Abdul Sattar Husien Alshemery ◽  
Manal Abdulrahman
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Capital Investment ◽  
Organizational Sustainability ◽  
Business Organizations ◽  
Continuous Change ◽  
Business World ◽  
The Creation ◽  
The Impact ◽  
Telecommunications Companies

The current situation facing business organizations is characterized by diverse work environments with continuous change and development. Todays organizations seek to keep pace with this continuous development and operate to maintain their current business through the ability to effectively respond to change, and to create competitive advantage based on the existence of qualified human capital that contribute to the creation of organizational sustainability in the business sector. Talented human capital, with special skills, has the potential to create confidence and integration among the staff and top management, leading to organizational growth and continuation (Kurucz, 2013). The emergence of a set of challenges in the knowledge economy has had a clear reflection on business organizations which have begun to search for new mechanisms to compete and insure their existence in the business world. Hence, the importance of the concept of competitive advantage, based on human capital, as a necessary requirement to deal with the challenges faced by local, regional or international organizations (Global Institute, 2011). Where competitive advantage based on human capital is the main generator of new ideas, development of old ideas, and contribution to aid in organizational abilities to expand their current market share as well as maximizing value. Competitive advantage based on talented human capital allows organizations to be able to seize new opportunities and achieve permanence and future continuity (Thomas, 2014). This study aimed to look at the impact of competitive advantage through intellectual capital investment as one of the elements in the creation of organizational sustainability in the Jordanian Telecommunications Companies sector. Simple and Multiple regression was used for data analysis and testing the hypotheses of this research .This study has reached a set of results that previous studies reinforced in this area such as: Competitive advantage based on a distinct capital is the optimum method that should be used in telecommunications companies since it contributes to the optimal investment of human capital. This leads to optimum organizational sustainability for companies in various fields and also contributes to the achievement of a company’s mission and vision of the future. 

scholarly journals COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION

2017 ◽  
Vol 2 (2) ◽  
Author(s):  
Steven Moulton ◽  
Oki Sunardi ◽  
Gino Ambrosini
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Cross Section ◽  
Shared Leadership ◽  
Core Competencies ◽  
Business Success ◽  
Competency Development ◽  
Bottom Line ◽  
Strategic Direction ◽  
Organizational Competencies

<p>Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.</p><p>Keywords: competencies, core competencies, organizational competencies, simplicity and measurability</p>

scholarly journals Improving the Competitive Advantage of BUMDes Based on The Optimal Utilization of Local Assets Communities

HABITAT ◽  
2020 ◽  
Vol 31 (3) ◽  
pp. 161-168
Author(s):  
Condro Nugroho ◽  
Vi'in Pertiwi ◽  
Deny Meitasari
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Structural Equation ◽  
Partial Least Square ◽  
Online Marketing ◽  
Least Square ◽  
Equation Modeling ◽  
Relational Capital ◽  
The Village ◽  
Positive Effect

BUMDes is one of the income sources for the village managing assets, services, and other businesses for the village community's welfare. BUMDes empowers rural communities as an autonomous region in increasing productive efforts to alleviate poverty and unemployment. Therefore, the measurement of BUMDes's performance needs to be done through the level of local resources used and the implications of the results achieved. It was required to formulate appropriate development policies so that BUMDes have high competitiveness and fulfill their role in increasing the community's economic independence. This study was conducted in East Java BUMDes because East Java province is the third province with the largest number of BUMDes in Indonesia, so it was quite representative to represent the presence of BUMDes in Indonesia. This research used a quantitative approach carried out using the structural equation modeling-partial least square (SEM-PLS) method with the Resource-based View (RBV) approach to measure the effect of BUMDes resources used on its competitiveness. The analysis showed that structural capital had a positive effect on human capital and relational capital. Human capital had also been proven to have a positive effect on relational capital. The indicator that influenced competitive advantage was human capital. Training is needed to increase the human resources capacity, online marketing training and organizational reform, infrastructure, and professional management systems need to be done.

scholarly journals The Role of Green Intellectual Capital on Competitive Advantage: Evidence from Balinese Financial Institution

2019 ◽  
Vol 3 (3) ◽  
pp. 227
Author(s):  
Anak Agung Putu Gede Bagus Arie Susandya ◽  
Putu Diah Kumalasari ◽  
Ida Ayu Ratih Manuari
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Intellectual Capital ◽  
Financial Institution ◽  
Critical Factor ◽  
Research Field ◽  
Relational Capital ◽  
Innovation Research ◽  
Structural Capital

The purpose of this study is to analyze the role of green intellectual capital on competitive advantage of Lembaga Perkreditan Desa (Balinese Financial Institution). The study tested by using data collected from a sample of 120 respondents that were randomly picked from 35 Lembaga Perkreditan Desa in Denpasar. Findings suggested that green human capital, green relational capital, and green structural capital affect competitive advantage at 17.6%. Furthermore, green human capital and green structural capital had positive effect on competitive advantage. Meanwhile, green relational capital did not affect competitive advantage. The eco-friendly concept remains a critical factor to gain company’s competitive advantage. This study provides insight into green innovation research field.

scholarly journals A Study On Effectiveness Of Competency Mapping Through Training AndDevelopment

2021 ◽  
Vol 12 (11) ◽  
pp. 411-416
Author(s):  
Dr. Saikumari V, Et. al.
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Practical Training ◽  
Job Seekers ◽  
Changing Environment ◽  
Corporate World ◽  
Training Methodologies ◽  
Training Opportunities ◽  
Specific Learning

In today’s corporate world, many companies and organization are increasingly focusing on human capital as a competitive advantage in rapidly changing environment. Many successful companies realize that their employees are their greatest asset. Therefore, companies are increasingly investing in educating their own employees so that they can grow and change within the company and make it more profitable. The range of training opportunities varies considerable from company to company so, when researching potential employers, it is important for job seekers who  care  about  this  to  investigate  the  level  and  type  of  training  provided  to employees.  After  employees  have  been  selected  for  various  positions  in  an organization,  training  them  for specific  tasks  to  which  they  have  been  assigned assumes greater importance.      This study suggests the organization to implement more modern training methodologies, then to provide practical training to the employees and to provide specific learning assignments or projects for participants to improve on their competency gap.

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