Considering Diversity as a Source of Competitive Advantage in Organizations

2013 ◽  
Author(s):  
Orlando C. Richard ◽  
Carliss D. Miller
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Contextual Factors ◽  
Levels Of Analysis ◽  
Future Research ◽  
Valuable Resource ◽  
Research Framework ◽  
Team Diversity ◽  
The Individual ◽  
Large Groups

This chapter serves as a research framework for academics and practicing managers interested in understanding the conditions in which diversity, especially visible attributes such as race, gender, age, and nationality, positively or negatively affects organizational performance. This chapter differs from previous articles and books with a predominantly micro approach because the focus shifts from the individual, dyadic, and team diversity levels of analysis to diversity in large groups, subunits, and organizations. The key assumption throughout this chapter is that diversity represents a unique and valuable resource for organizations. The chapter concludes with suggestions for future research on other contextual factors that might aid in unleashing a “diversity advantage.”

Taking Levels of Analysis in Humor more Seriously: Comment on Romero and Arendt

2012 ◽  
Vol 110 (2) ◽  
pp. 527-534 ◽  
Author(s):  
John J. Sosik
Keyword(s):  
Operational Definition ◽  
Self Report ◽  
Levels Of Analysis ◽  
Future Research ◽  
Humor Styles ◽  
Negative Effects ◽  
Individual Level ◽  
Team Cooperation ◽  
The Individual ◽  
Level Of Analysis

Humor is a phenomenon that can simultaneously coexist at the individual, dyadic, and group levels, making its measurement and conceptualization complex. In a recent field study, Romero and Arendt (2011) examined relationships between four humor styles (i.e., affiliative, self-enhancing, aggressive, self-defeating) and four outcomes (i.e., stress, satisfaction with co-workers, team cooperation, organizational commitment), however, the latter was apparently measured as a self-report at the individual level of analysis. Their interesting results indicated different humor styles can have either positive or negative effects on these outcome variables. However, if their operational definition—and hence their conceptualization—of humor is based on self-report by the initiator, it may be problematic to use it at the dyadic and group levels because it potentially mixes levels of analysis and may cause misalignment between data and theory. Cautions and implications for future research are discussed.

scholarly journals Autonomous Orientation Behaviors Influence Towards Ex-Juvenile Entrepreneurs Delinquent Behavioral Change in Katsina State, Nigeria: A Conceptual Paper

2020 ◽  
Vol 5 (7) ◽  
pp. 23-31
Author(s):  
Bilyaminu Usman ◽  
Sharizal Bin Hashim ◽  
Jeff Lamptey ◽  
Ashemi Baba Ali
Keyword(s):  
Organizational Performance ◽  
Behavioral Change ◽  
Positive Influence ◽  
Future Research ◽  
Delinquent Behaviors ◽  
Body Of Knowledge ◽  
Self Development ◽  
Change Impact ◽  
Conceptual Paper ◽  
The Individual

Recent Entrepreneurship orientation autonomous dimension discussion revealed the important and the positive influence of autonomous orientation as one of the Entrepreneurial orientations (EO) towards organizational performance and profitability. However, discussion of autonomous orientation in the context of individual such as entrepreneurs behavioral change impact still silent, especially in the context of ex-juvenile entrepreneur that can give an insight to the Entrepreneurship body of knowledge. Therefore, the objective of this conceptual paper is to understand the influence of autonomous orientation behaviors as one of the individual entrepreneurial orientation (IEO) towards delinquent behavioral change of ex-juvenile entrepreneurs. The conceptual paper proposed the framework that ex- juvenile entrepreneurs could be autonomous and more importantly autonomous orientation might have a positive influence towards ex-juvenile entrepreneurs’ delinquent behavioral change. Subsequently relating development of this concept, the conceptual review demonstrates the importance of the autonomous orientation as an effective deliberate orientation for ex-juvenile entrepreneurs once they reconsider their delinquent behavior with entrepreneurial autonomous activities. Assuming autonomous orientation looks to replicate a desired reconciliation amongst delinquent behaviors and entrepreneurial autonomous orientation as an alternative to delinquency. Lastly, the conceptual paper concludes with suggesting some inferences for future research to dig out the study theoretically, conceptually and empirically of the individual EO autonomous orientation behaviors among delinquent populace (ex- juvenile entrepreneurs) context. This conceptual paper provides a fresh knowledge about the IEO autonomous orientation potentiality in the entrepreneurs’ self-development and an insight to the entrepreneurship framework.

Incorporating Knowledge Sharing As a Sustainable Competitive Advantage with Business Processes

2013 ◽  
Vol 3 (3) ◽  
pp. 41-53
Author(s):  
Maziar Azimzadeh Irani ◽  
Mohd Zulkifli Mohd Ghazali ◽  
Hassan Mohd. Osman
Keyword(s):  
Competitive Advantage ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Business Process ◽  
Business Processes ◽  
Management Decision ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Knowledge Based ◽  
Management Decision Making

Objective - This paper aims to clarify the importance of knowledge sharing application in businesses, and to illuminate the effect of knowledge sharing as the key compartment of knowledge management on business process and organizational performance based on current research. Finally, this paper endeavours to suggest a model and some recommendation for future research. Methodology/Technique - A qualitative method based on a comprehensive search of numerous leading databases has been utilized for the purpose of this study. Findings - Knowledge sharing influences organizational performance from diverse aspects like; management, decision making, and production procedure. In knowledge based societies, the ability of a company to create, sustain, and communicate knowledge has a major impact on its performance. Knowledge sharing is the basis of competitive advantage due to its implicit dimension and the complexity to imitate or substitute. Therefore, companies who are capable of achieving a successful knowledge sharing are likely to perform better. Novelty - Knowledge sharing affects business overall performance. Therefore, knowledge sharing should be incorporated into business processes in order to maintain a business, organizational performance at a competitive level. Type of Paper: Review Keywords: Knowledge Sharing; Business Process; Organizational Performance;Organizational Success; Competitive Advantage.

scholarly journals Human Capital Development and organizational performance

2018 ◽  
Vol 6 (2) ◽  
pp. 144-153
Author(s):  
Consolata Muyuka Khayinga ◽  
Stephen Muathe
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Research Design ◽  
Bargaining Power ◽  
Future Research ◽  
Exploratory Research ◽  
Human Capital Development ◽  
Demand And Supply ◽  
Capital Development

Given the competition in organizations and Technological trends in the current labour markets firms considering to grow and retain the position, demand and supply for labour in the market has been saturated. The bargaining power in the market depends on skills and scarce resource available. Different theories in relation to human capital have been articulated. Most organizations would want to employee people who will add value to their organizations in terms of production in order to achieve competitive advantage. Different pay rates are applied depending on the qualification of individual, for the organization to invest in employee’s development they will assess how they are going to benefit. The aim of this study was to find out how human capital development affects firms performance. Based on published literature and past studies analysis was done to support the study, there was appositive link between HCD and firms performance so to retain and maintain the flow of skills the organization needs to invest in human capital to curb the mass exodus of people going outside the country to look for jobs and patients being taken outside the country for treatment while they can get the same service here. Exploratory research design has been recommended for future research.

EMPLOYEE PERFORMANCE APPRAISAL AND ITS IMPLICATION FOR INDIVIDUAL AND ORGANIZATIONAL GROWTH

2012 ◽  
Vol 01 (09) ◽  
pp. 92-97
Author(s):  
Chris Obisi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Performance Appraisal ◽  
Employee Performance ◽  
Appraisal System ◽  
Organizational Growth ◽  
Management By Objectives ◽  
Effective Performance ◽  
Invaluable Tool ◽  
The Individual

Organizational performance and its resultant efficiency and effectiveness can only be achieved when individuals are continuously appraised and evaluated. The inability of organization to install an effective performance appraisal strategy has hindered them from achieving competitive advantage which they require more now than ever before. Appraisal processes are not systematic and regular and often characterized by personal influences occasioned by organizations preoccupation to use confidential appraisal system which hinders objectivity and fairness. Often organizations ignore management by objectives, critical incidents to personal prejudices. This is retrogressive as it affects the overall performance of the individual. 360 degrees appraisal method whereby superiors and the appraise their subordinates, subordinates appraise their superior and the appraisee appraise himself or herself and the average of all the appraisal taken to arrive at the final appraisal outcome should be now be considered by organizations. Also post appraisal counseling whereby the appraisal outcomes are analyzed to explain strengths and weaknesses and set agenda for better future performance. Organizations should stop giving less attention to the evaluation of their employees and recognize that organizational training needs can only be identified from performance appraisal outcomes. It is an invaluable tool but in the hands of human resource management officers to continuously evaluates and audits the performance of its employees in other to help organizations win competitive advantage.

Giving Rise to Creative Leadership: Contextual Enablers and Redundancies

2019 ◽  
Vol 44 (2) ◽  
pp. 288-319 ◽  
Author(s):  
Amy E. Randel ◽  
Kimberly S. Jaussi
Keyword(s):  
Competitive Advantage ◽  
Contextual Factors ◽  
Levels Of Analysis ◽  
Contextual Variables ◽  
Motivation To Lead ◽  
Creative Leadership ◽  
Substitutes For Leadership Theory ◽  
Substitutes For Leadership ◽  
Practical Implications

Creative leadership plays a key role in realizing the competitive advantage of creativity for organizations, yet little is known about the contextual factors that give rise to creative leadership. We propose a model that includes enabling contextual variables that facilitate individuals with the motivation to lead for creativity to engage in creative leadership. In addition, building on substitutes for leadership theory, contextual redundancies that reduce the necessity for creative leadership as a means for realizing creative outcomes are proposed. This model provides new insights about the role of contextual enablers and redundancies at the organizational and external environmental levels of analysis for creative leadership. Theoretical and practical implications of this model are also discussed.

Intellectual capital and competitive advantage in Uganda’s microfinance industry

2017 ◽  
Vol 8 (4) ◽  
pp. 498-514 ◽  
Author(s):  
Nixon Kamukama ◽  
Tumwine Sulait
Keyword(s):  
Competitive Advantage ◽  
Intellectual Capital ◽  
Methodological Approach ◽  
Hierarchical Regression ◽  
Future Research ◽  
Individual Contribution ◽  
Microfinance Institutions ◽  
Cross Sectional ◽  
Content Type ◽  
The Individual

Purpose The paper examines individual contribution of intellectual capital elements to competitive advantage. The purpose of this paper is to explore the weight of individual intellectual capital elements in explaining competitive advantage in Uganda’s microfinance industry. Design/methodology/approach Hierarchical regression was used because of its capacity to indicate precisely what happens to the model as different predictor variables are introduced. Findings This study confirms that the three intellectual capital elements are the strong predictors of competitive advantage and they account for 44 percent of variance in competitive advantage. However, the order of importance of these variables in explaining the variance in competitive advantage in the microfinance industry (basing on their standardized β values) is relational capital, structural capital and human capital. Research limitations/implications Only a single research methodological approach was employed and future research through interviews could be undertaken to triangulate the data. Furthermore, the findings from the present study are cross-sectional; future research should be undertaken to examine the longitudinal effects of intellectual capital elements. Practical implications The findings can help the management to intensify initiatives to encourage greater understanding and acceptance of the concept of intellectual capital that boosts competitive edge in the industry. Originality/value This is the first study that focuses on testing the individual contribution of intellectual capital dimensions to competitive advantage in Uganda’s microfinance institutions.

scholarly journals Justifying IT Investment: Extension of a Model using a Case Study from Jordan

2019 ◽  
Vol 12 (2) ◽  
pp. 39-49 ◽  
Author(s):  
Emad Abu-Shanab ◽  
Qais Hammouri ◽  
Mai Tarik Al-Sebae
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Future Research ◽  
It Investment ◽  
It Projects ◽  
Important Resource ◽  
Japan Tobacco

Investing in information technology is a requirement for enterprises to sustain their competitive advantage in a market that is described as changing and global. IT is a very important resource for enterprises to improve their organizational performance, but requires some justification for its costs and burdens. This study utilized an existing model and applied it on a case in Jordan by analyzing and exploring the implications of investing in IT projects. The case used is the Japan Tobacco International, where a survey was used to collect response from JTI personnel and the documents available on their portal. Two models are proposed to improve our understanding of topic and set the stage for future research. The detailed results of this study are reported with conclusions at the end.

The Effect of Knowledge Transfer Motivation, Receiver Capability, and Motivation on Organizational Performance

2014 ◽  
pp. 232-242 ◽  
Author(s):  
James M. Bloodgood ◽  
Michael A. Chilton ◽  
Thomas C. Bloodgood
Keyword(s):  
Knowledge Transfer ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Organizational Factors ◽  
Transfer Model ◽  
Organizational Success ◽  
Knowledge Resources ◽  
Transfer Success ◽  
The Individual ◽  
The Relationship

Possessing knowledge resources is insufficient for organizational success. To achieve a competitive advantage, organizations need to be able to transfer knowledge from where it exists to where it is needed within the organization. This chapter examines the importance of motivation and capability of the sender and the receiver in knowledge transfer success in organizations. The Awareness, Motivation, Capability (AMC) perspective is used as a basis for explaining how various individual and organizational factors influence knowledge transfer. These factors are built into a knowledge transfer model that shows the relationship among them. Recommendations are made to provide managers with actions they can take at the individual and organizational levels to implement successful knowledge transfer practices within their organizations.

scholarly journals Intrapreneurship, Innovation, and Competitiveness in Organization

2021 ◽  
Vol 12 (2) ◽  
pp. 1
Author(s):  
Greiciele Macedo Morais ◽  
Valdeci Ferreira dos Santos ◽  
Renata De Sousa da Silva Tolentino ◽  
Henrique Cordeiro Martins
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Organizational Development ◽  
Quantitative Research ◽  
Practical Implication ◽  
Methodological Approach ◽  
Organizational Factors ◽  
Corporate Entrepreneurship ◽  
Future Research ◽  
The Relationship

To ensure survival, seize opportunities, and resist threats in the unpredictable business scenario, companies increasingly adopt practices that enable intra-entrepreneur behavior. This behavior is characterized by the alignment of company members in search of innovative solutions for the development of the organization and building a competitive advantage. The current study reflects on the importance of intra-entrepreneurship and innovation for the competitiveness of the organization. This article discusses the development of intra-entrepreneurship, its characteristics, the factors that precede it, and also reflects on the relationship between intra-entrepreneurship, innovation, and competitiveness of organizations. The methodological approach consisted of a systematic descriptive-discursive review of the academic literature with research in databases (CAPES Journal Portal, EBSCO HOST, and Web of Science). The keywords used were: corporate entrepreneurship, intra-entrepreneurship, innovation, competitiveness, and competitive advantage (in Portuguese and English). The research found that intra-entrepreneurship and innovation go hand in hand. Together, they constitute dynamic and holistic processes in which employee behavior, combined with favorable organizational factors, affect the development of organizations and the possibility of developing a competitive advantage, not limited to new companies. This article contributes to the literature on intra-entrepreneurship, reinforcing its importance, along with innovation for organizational development. As a practical implication, the current work demonstrated the need to increase attention and appreciation of human capital as a strategic factor for achieving competitive advantage in organizations. For future research, we suggest seeking quantitative research that confirms the relationship between intra-entrepreneurship, innovation, and organizational performance.

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