A comparative benchmark model for SMEs: viable entrepreneur emotional intelligence

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Noorliza Karia
Keyword(s):  
Human Capital ◽  
Emotional Intelligence ◽  
Design Methodology ◽  
Sustainable Business ◽  
Content Type ◽  
Benchmark Model ◽  
Entrepreneurial Performance ◽  
Self Confidence ◽  
Practical Implications ◽  
Viable Model

PurposeBesides small- and medium-sized enterprises' (SMEs) constraints, there is a lack of critical observations of the human capital model naturally inspiring themselves from within. Therefore this paper exposes the factors of emotional intelligence (EI) that make entrepreneurs gain sustainable competitiveness.Design/methodology/approachA data of self-administered survey from 397 SMEs in Malaysia was investigated using regression analysis.FindingsThe results reveal factors of EI comprised of self-confidence, self-innovation, self-inspiration and self-vision that have significant positive impacts on entrepreneurial performance. Amazingly, EI contributes almost 30% of the success, where self-vision and self-innovation are the robust EI to strengthen and sustain entrepreneurial performance. In contrast, self-confidence and self-inspiration are generic EI of human capital and easy to be applied by rivals.Research limitations/implicationsThe study provides a comparative benchmark model for SMEs, managers and entrepreneurs inspiring themselves from within that they can emulate and attain the same success. SMEs can obtain success by investing and culturing EI factors within themselves.Practical implicationsThe study provides a comparative benchmark model for SMEs and managers inspiring themselves from within and expands the theory of heterogeneous SMEs and the human capital to sustainable business and competitiveness. SMEs can obtain success through capitalizing human capital attributes within themselves.Originality/valueThe study is the first providing the viable model for SMEs or entrepreneurs leading themselves from within, to their action, behaviour, decision and achievement or the performance mechanism with a benchmark model of entrepreneur EI as a booster.

HC and financial performance with two HRM strategies

2017 ◽  
Vol 66 (4) ◽  
pp. 459-478 ◽  
Author(s):  
Nopadol Rompho
Keyword(s):  
Human Capital ◽  
Regression Analysis ◽  
Financial Performance ◽  
Lead Time ◽  
Design Methodology ◽  
Strategy Choice ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to examine the relationship between levels of human capital and financial performance of firms that use two distinct human resource management (HRM) strategies. Design/methodology/approach A survey of 128 HRM managers was conducted to assess differences in human capital between firms using different HRM strategies. A multiple regression analysis was used to investigate the relationship between firms’ human capital and financial performance. Findings The results show that companies employing a make-organic strategy have a higher level of human capital than companies employing a buy-bureaucratic strategy. There was no relationship between the level of human capital and long term financial performance of firms with both make-organic and buy-bureaucratic strategies. Research limitations/implications This research contributes toward understanding the effect of HRM strategy and facilitates an optimal strategy choice depending on the organization. However, this study did not consider the lead time between changes in human capital and the effect on financial performance. Practical implications The research encourages firm managers to understand the value of human capital, preparing them for changes in the future. Originality/value This study is among the first to investigate the relationship between human capital and financial performance considering different HRM strategies.

Embracing the change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Business Practices ◽  
Sustainable Business ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings MNEs are grappling with the growing and permanent shift toward sustainable business practices. In EDMs, MNEs face increased challenges, but are able to form markets in the image they want, influencing business practices for the long-term. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nagwan Abdulwahab AlQershi ◽  
Ramayah Thurasamy ◽  
Gamal Abdualmajed Ali ◽  
Hussein Abu Al-Rejal ◽  
Amr Al-Ganad ◽  
...  
Keyword(s):  
Human Capital ◽  
Structural Equation ◽  
Business Performance ◽  
Talent Management ◽  
Mediating Effect ◽  
Future Research ◽  
Sustainable Business ◽  
Content Type ◽  
The Relationship ◽  
Practical Implications

Purpose This paper aims to examine the mediating role of human capital on the talent management in hospitals’ sustainable business performance in the health-care sector of Malaysia. Design/methodology/approach The study used a quantitative approach, with an initial sample of 174 Malaysian hospitals. The theoretical framework was based on previous studies of talent management (TM), human capital (HC) and sustainable business performance (SBP). Partial least squares-structural equation modelling (PLS-SEM) was used to test the study’s hypotheses. Findings Talent management mindset (TMM), but not talent management strategy (TMS), has a significant relationship with HC and SBP. HC has a significant direct relationship with SBP, and also mediates the relationship between TMM and SBP but not between TMS and SBP. Research limitations/implications This work is one of a limited number of studies to empirically address TM, HC and SBP in this context. The study is limited to Malaysian hospitals. It provides theoretical contributions by broadening the knowledge of HC, TM and the multifocal perspective of hospitals’ SBP, a relevant but underexplored issue, offering several avenues for future research. Practical implications The findings have beneficial practical implications for both policy makers and managers. First, focusing on talented people will directly improve sustainable performance in the Malaysian health sector. The findings also have important theoretical implications both for Malaysia and countries in similar situations. The study will serve as a reference point for such countries in trying to understand factors influencing SBP. Originality/value This is the first study to examine the mediating effect of HC on the relationship between talent management and hospitals’ sustainable business performance in Malaysia, or worldwide.

Proposal for sustainability action archetypes for higher education institutions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Francisco Elíseo Fernandes Sanches ◽  
Matheus Leite Campos ◽  
Luiz Eduardo Gaio ◽  
Marcio Marcelo Belli
Keyword(s):  
Higher Education ◽  
Design Methodology ◽  
Business Models ◽  
Scientific Literature ◽  
Higher Education Institutions ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models ◽  
The Subject ◽  
Practical Implications

Purpose Higher education institutions (HEIs) should assume their role as leaders in the search for a sustainable future. Consequently, such institutions need to incorporate sustainability into their activities. However, this needs to be done holistically and not with isolated and independent actions. Therefore, this study aims to develop a structure of sustainability action archetypes to help HEIs holistically incorporate sustainability in their strategies. Design/methodology/approach A systematic review of the literature was conducted focusing on the subject of sustainability in HEIs. Findings A structure of sustainability action archetypes for HEIs was proposed. Further, based on scientific literature, examples of actions were presented within each archetype. Practical implications This study provides HEI administrators and other organizations with a practical structure to enable the systemic incorporation of sustainability objectives and actions into institutional activities. Originality/value This study adapts the tool “sustainable business model archetypes” for a new purpose. This tool was initially developed to classify innovations of sustainable business models.

Innovative employees show the way

2015 ◽  
Vol 31 (6) ◽  
pp. 30-32
Keyword(s):  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Sustainable Business ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
The Way

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – New sustainable business can be stimulated by a combination of principles that strengthen the purpose, autonomy and mastery of employees. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Human capital challenges in the events industry of Canada: finding innovative solutions

2017 ◽  
Vol 9 (4) ◽  
pp. 424-432 ◽  
Author(s):  
Heather Clark ◽  
Frederic Dimanche ◽  
Rebecca Cotter ◽  
Donna Lee-Rosen
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Skills Training ◽  
Life Balance ◽  
Content Type ◽  
Innovative Solutions ◽  
Future Events ◽  
Educator Perspectives ◽  
And Training ◽  
Practical Implications

Purpose This paper aims to provide perspectives on human capital challenges for the events industry in Canada. Industry and educator perspectives are featured in two segments of the paper. Design/methodology/approach This paper provides an overview of the events sector in Canada and includes a literature review clarifying key definitions and terms. Industry and educator perspectives highlight ongoing discussions related to some of the human capital challenges identified in the paper. Findings This paper explores challenges related to human capital such as the pressures of working in the events industry and finding a work – life balance given the demands of the profession. Human capital challenges related to the preparedness of professionals and the need for continued certification and training are also discussed. A potential solution considers licensing and industry-wide certification. Consideration of the benefits and requirements of industry-wide certification and licensing is ongoing. Practical implications This paper emphasizes the need for cooperation between industry and educators to ensure that new events professionals have the necessary skills training and can recognize the need to contribute to the events industry throughout their careers. Originality/value This paper considers perspectives from education and industry and emphasizes challenges that are relevant and current for existing and future events professionals in Canada.

Barriers to effective use of human capital analytics

2017 ◽  
Vol 25 (7) ◽  
pp. 30-32
Keyword(s):  
Human Capital ◽  
Case Studies ◽  
Design Methodology ◽  
Reading Time ◽  
Cutting Edge ◽  
Content Type ◽  
Efficiency And Effectiveness ◽  
Pertinent Information ◽  
Effective Use ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Greater focus is the key to better HR analytics. The authors summarize their six recommendations that will ensure the efficiency and effectiveness of HR analytics. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The value of human capital within Canadian business schools

2018 ◽  
Vol 19 (4) ◽  
pp. 836-855 ◽  
Author(s):  
Ajantha Velayutham ◽  
Asheq Razaur Rahman
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Positive Association ◽  
Content Type ◽  
Individual Level ◽  
Structural Capital ◽  
The Individual ◽  
Academic Salaries ◽  
The Relationship ◽  
Practical Implications

Purpose The purpose of this paper is to empirically investigate whether an individual’s knowledge, skills and capabilities (human capital) are reflected in their compensation. Design/methodology/approach Data are drawn from university academics in the Province of Ontario, Canada, earning more than CAD$100,000 per annum. Data on academics human capital are drawn from Research Gate. The authors construct a regression analysis to examine the relationship between human capital and salary. Findings The analyses performed indicates a positive association between academic human capital and academic salaries. Research limitations/implications This study is limited in that it measures an academic’s human capital solely through their research outputs as opposed to also considering their teaching outputs. Continuing research needs to be conducted in different country contexts and using negative proxies of human capital. Practical implications This study will create awareness about the value of human capital and its contribution towards improving organisational structural capital. Social implications The study contributes to the literature on human capital in accounting and business by focussing on the economic relevance of individual level human capital. Originality/value The study contributes to the literature on human capital in accounting and business by focussing on the economic relevance of individual level human capital. It will help create awareness of the importance of valuing human capital at the individual level.

Does human capital pay? The influence of leader human capital and employee human capital on leader bonus earnings

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Christopher M. Harris ◽  
Lee W. Brown
Keyword(s):  
Human Capital ◽  
Human Resource Management ◽  
Human Resource ◽  
Design Methodology ◽  
Head Coaches ◽  
Head Coach ◽  
Management Research ◽  
Content Type ◽  
Leader Performance ◽  
Practical Implications

PurposeThe human capital of a leader and the human capital of the employees who work for the leader can impact the bonus earned by the leader. Little to no research has examined data that includes the maximum potential bonus that could be earned by a leader and the actual bonus earned. This information provides a closer examination of leader performance and the impacts of leader and employee human capital on the bonus earned by the leader.Design/methodology/approachThe authors use a sample of NCAA college football teams and head coaches over two years to test their hypotheses. They measure the human capital of the team and the human capital of the head coach. In addition, the authors assess the percentage earned by the head coach of the maximum potential bonus possible.FindingsThe authors find that a coach's human capital and the human capital of their team positively and significantly predict the percentage of the maximum possible bonus earned by the head coach.Practical implicationsThe results of this study indicate the importance of leader human capital to a leader's ability to earn more of their maximum potential bonus. Additionally, if a leader is able to surround himself or herself with highly talented employees, it will benefit the leader in terms of the amount of bonus earned.Originality/valueThis study extends previous research to provide a more complete picture of factors that influence a leader's ability to earn more of their maximum possible bonus. The authors’ findings that both the human capital of the leader and the human capital of employees who work for the leader impact the amount of bonus earned by the leader add value to human resource management research. Specifically, when examining factors that impact a leader's bonus earnings, it is important to consider not only characteristics of the leader but also factors apart from the leader, such as the leader's employees.

Getting more than money through online crowdfunding

2019 ◽  
Vol 11 (2) ◽  
pp. 171-186 ◽  
Author(s):  
Stephanie Macht ◽  
Geoffrey Chapman
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Qualitative Analysis ◽  
Design Methodology ◽  
Psychological Capital ◽  
Financial Capital ◽  
Message Board ◽  
Content Type ◽  
Message Boards ◽  
Practical Implications

Purpose Many businesses invest significant resources to develop human, social and psychological capital, yet Crowdfunding (CF) activities have the potential to build all of these non-financial forms of capital at the same time as raising finance. The purpose of this paper is to explore the non-financial forms of capital that entrepreneurs and businesses using online CF activities can gain from their backers without having to ask for it. Design/methodology/approach The study used thematic, qualitative analysis to explore the comments and queries that crowdfunders posted on the publicly visible message board of individual CF projects on Kickstarter, one of the world’s leading crowdfunding platforms (CFPs). Findings Fund-seekers can gain more than money from crowdfunders: they can enhance their own human capital (e.g. knowledge of the viability of the project), social capital (e.g. the development of a bonding relationship) and psychological capital (e.g. self-efficacy and resilience) by effectively interpreting unsolicited comments and questions. Research limitations/implications This study is based on typed comments on CFP message boards, which limits insights into underlying reasons and motivations. However, the qualitative analysis of message board comments demonstrates how this type of data can be utilised to explore crucial aspects of CF that have to date been neglected. Practical implications Comments from many crowdfunders can provide useful information to fund-seeking entrepreneurs and businesses, although some of it may require interpretation. Originality/value The opportunity for fund-seekers to gain non-financial capital from crowdfunders, without having to ask for it, has not previously been explicitly considered in the field.

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