Human capital and export performance in the Spanish manufacturing firms

2020 ◽  
Vol 15 (1) ◽  
pp. 99-119 ◽  
Author(s):  
José López Rodríguez ◽  
Bill Serrano Orellana
Keyword(s):  
Human Capital ◽  
Design Methodology ◽  
Export Performance ◽  
Theoretical Background ◽  
Manufacturing Firms ◽  
Export Intensity ◽  
Resource Based View ◽  
Content Type ◽  
Specific Human Capital ◽  
General Human Capital

Purpose The purpose of this paper is to investigate the effects of firms’ general and specific human capital on the export propensity and intensity. Design/methodology/approach The resource-based view of the firm provides the theoretical background to examine export performance. Empirical analysis is carried out using a national representative sample of Spanish manufacturing firms and employing Logit and Tobit models. Export performance is evaluated in a dual way, as export propensity and export intensity. In relation to human capital a distinction is made between general and specific human capital. Findings The results shown that differences exist in the effect of general and specific human capital. While the firms’ general human capital (education of the firm’s employees) affects both export propensity and intensity, only some dimensions of specific human capital (employees’ experience at the workplace) affects export propensity and intensity but no the employees’ training. Moreover, the firms’ general human capital generates greater changes than the effect of specific human capital on the export behavior. Originality/value This paper extends a line of research underexplored in the literature by analyzing the effect of organizational human capital on the firm’s export performance; moreover, it is the first study for Spanish manufacturing firms; the distinction between general and specific human capital enhances our comprehension of the human capital as a determinant of export performance. In relation to the specific human capital, besides training, we add a new variable related to experience at the workplace.

Do small- and medium-sized manufacturers’ production-related resources influence their export marketing control modes and export performance?

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Hsianglin Cheng
Keyword(s):  
Design Methodology ◽  
Export Performance ◽  
Multiple Source ◽  
Resource Based View ◽  
Content Type ◽  
B2b Marketing ◽  
Marketing Literature ◽  
Export Marketing ◽  
Central Argument ◽  
Internal Fit

Purpose First, this paper aims to argue that small- and medium-sized manufacturers’ (SMMs’) production-exploitation can generally and primary influence their choices of export marketing control modes (EMCMs). Building on this central argument, two other supportive production-related resources: “production-exploration” and “relationships with home suppliers” are argued that could moderate this proposed effect. Three EMCMs including independent, hybrid and integrated modes, are discussed. Second, this study also proposes that SMMs with an internal fit between their three-key production-related resources and their choices of EMCMs will outperform their counterparts that do not have such internal fit. Design/methodology/approach This study designed a multiple-source survey to collect data from 158 Taiwanese SMMs that are highly dependent on export sales. Findings The results support the argument and the study connects the resource-based view (RBV) to the B2B marketing literature to better understand the EMCMs of SMMs. Originality/value Drawing on the RBV, this study examines how the three-key production-related resources can influence SMMs’ choices of EMCMs of branding and channels, respectively.

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.

Retooling leadership development

2018 ◽  
Vol 17 (6) ◽  
pp. 275-281 ◽  
Author(s):  
Michael A. Couch ◽  
Richard Citrin
Keyword(s):  
Human Capital ◽  
Leadership Development ◽  
Design Methodology ◽  
Capital Management ◽  
Human Capital Management ◽  
Content Type ◽  
The Future

Purpose This paper aims to describes how properly designed and executed leadership development can make a difference, an approach the authors call intentional development. Design methodology/approach By building unique connections among recent advancements in human capital management and neuroscience, this paper proposes the components that any organization can use to significantly improve the return on their investment in leadership development. Findings It is estimated that US companies spend over US$13bn annually on leadership development. Match that number to the abundant research that finds most leadership development to be ineffective, and the conclusion is a phenomenal amount of waste. The situation does not need to be that dire. Originality/value Following the practices of yesterday are not sufficient to build leaders needed for now and the future. It is time to retool leadership development.

Towards a multi-level servitization framework

2018 ◽  
Vol 38 (3) ◽  
pp. 810-827 ◽  
Author(s):  
Sambit Lenka ◽  
Vinit Parida ◽  
David Rönnberg Sjödin ◽  
Joakim Wincent
Keyword(s):  
Design Methodology ◽  
Theoretical Concept ◽  
Manufacturing Firms ◽  
Service Orientation ◽  
Case Study Method ◽  
Structured Interviews ◽  
Content Type ◽  
Multiple Case ◽  
Multi Level

Purpose The dominant-view within servitization literature presupposes a progressive transition from product to service orientation. In reality, however, many manufacturing firms maintain both product and service orientations throughout their servitization journey. Using the theoretical lens of organizational ambivalence, the purpose of this paper is to explore the triggers, manifestation and consequences of these conflicting orientations. Design/methodology/approach A multiple case study method was used to analyze five large manufacturing firms that were engaged in servitization. Semi-structured interviews were conducted with 35 respondents across different functions within these firms. Findings Servitizing firms experience organizational ambivalence during servitization because of co-existing product and service orientations. This paper provides a framework that identifies the triggers of this ambivalence, its multi-level manifestation and its consequences. These provide implications for explaining why firms struggle to implement servitization strategies due to co-existing product and services orientations. Understanding organizational ambivalence, provides opportunity to manage related challenges and can be vital to successful servitization. Originality/value Considering the theoretical concept of ambivalence could advance the understanding of the effects and implications of conflicting orientations during servitization in manufacturing firms.

Why do organizations share their most important capital? The provision of an open innovation model based on human capital

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Elham Sahami ◽  
Ali Safari ◽  
Reza Ansari ◽  
Ali Shaemi Barzoki
Keyword(s):  
Human Capital ◽  
Open Innovation ◽  
Design Methodology ◽  
Social Aspects ◽  
Structured Interviews ◽  
Final Model ◽  
Content Type ◽  
The Core ◽  
Innovation Model ◽  
Inside Out

Purpose In this study, an open innovation (OI) model was designed in which the organization’s human resource systems comprise the main core. To identify the various dimensions of the model, this study aims to investigate how and under what conditions the organizations update and upgrade their knowledge and experiences in the human capital (HC) systems domain within the OI framework and in line with sharing them with other organizations. Design/methodology/approach In this qualitative study, the data were collected by means of semi-structured interviews and analyzed through grounded theory, which led to the extraction of the final model. Findings The implementation of the HC-based OI helps upgrade knowledge in the organization and industry knowledge, create win-win relationships and increase the interaction capital, power and credit of the organization. Originality/value In this study, HC systems have been regarded as the core of the OI model (rather than an intervening factor in OI). This is the main innovative aspect of the current study. In addition, the special attention paid to the inside-out approach to OI and the examination of the human and social aspects of inter-organizational knowledge sharing – particularly in the light of the fact that the study was carried out in a developing country – are the other innovative aspects of this study.

The growth of knowledge through the resource-based view

2020 ◽  
Vol 58 (1) ◽  
pp. 98-111 ◽  
Author(s):  
Hiroko Nagano
Keyword(s):  
Design Methodology ◽  
Evolutionary Process ◽  
Phase 3 ◽  
Resource Based View ◽  
Content Type ◽  
Metaphysical Theory ◽  
Novel Approach ◽  
Error Elimination ◽  
Growth Of Knowledge ◽  
New Framework

Purpose The resource-based view (RBV) has not previously been conceptualized as a theoretical framework encompassing metaphysical and empirical perspectives. The purpose of this paper is to logically analyze the evolutionary process of the RBV, triggered by “rigidity.” It attempts to clarify the significance and limitations of the RBV. Design/methodology/approach Based on Popper’s methodological model of the growth of knowledge, the study analyzed and evaluated the evolution of the RBV. Findings The RBV has evolved in three phases. The sub-problems have changed through empirical testing on the basis of one metaphysical problem and one metaphysical theory. Thus, the evolution may indicate progress within one framework. However, during phase 3, the ambiguity of concept may inhibit the growth of knowledge. For further progress, it is necessary to overcome the vulnerability of the RBV’s metaphysical statements. Research limitations/implications This paper shows the possibility of the growth of knowledge within the RBV framework and for a new framework to emerge due to its limitations. It should contribute both theoretically and practically to the field of strategic management. Originality/value Popper’s model was used to examine a previously neglected topic, namely, the growth of knowledge in the evolution of the RBV. Moreover, considering “rigidity” as corresponding to a process of error elimination is a novel approach, clearly revealing the dynamism of the RBV’s evolution.

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.

scholarly journals Enhancing human capital beyond university boundaries

2019 ◽  
Vol 10 (2) ◽  
pp. 434-446
Author(s):  
Maria Jakubik
Keyword(s):  
Human Capital ◽  
Intellectual Capital ◽  
Value Creation ◽  
Design Methodology ◽  
Educational Institution ◽  
Master's Students ◽  
Content Type ◽  
Master Thesis ◽  
External Stakeholders

Purpose The purpose of this paper is to present a case about the emergence of human capital (HC) during the master thesis as a work-based learning project. Design/methodology/approach The case study uses data from 107 master’s students 2007–2011 and feedback from 91 managers as business advisors 2007–2016. Findings The findings show direct contributions of higher education (HE) to intellectual capital (IC) in organisations through the enhanced HC of managers. Originality/value The case contributes to the emerging new, fifth stage of IC research by demonstrating how HC develops beyond the boundaries of an educational institution; how it influences an organisation’s IC and how 91 business advisors, as external stakeholders, assessed the achievements and value creation of HE.

Third-country nationals as intercultural boundary spanners in multinational corporations

2020 ◽  
Vol 28 (4) ◽  
pp. 521-547
Author(s):  
Christoph Barmeyer ◽  
Volker Stein ◽  
Jenny Marie Eberhardt
Keyword(s):  
Multinational Corporations ◽  
Design Methodology ◽  
Boundary Spanning ◽  
Theoretical Background ◽  
Third Party ◽  
Boundary Spanners ◽  
Structured Interviews ◽  
Content Type ◽  
Intercultural Management ◽  
Third Country Nationals

Purpose This paper aims to investigate the central roles, functions and competences of third-country nationals (TCNs) in intercultural boundary spanning in multinational corporations (MNCs): Why are TCNs particularly important for reducing complexity at the overlapping functional, geographic and external boundaries of MNCs with their related interferences and which role do they play as boundary spanners in cross-boundary collaboration? Design/methodology/approach After introducing the theoretical background on boundary spanning and TCNs, the methodology applied in this paper is a theory-driven, qualitative approach based on 13 in-depth semi-structured interviews with TNCs conducted in 10 MNCs. Findings The authors aggregate TCNs’ activities into four roles: disembedded cosmopolitan, intermediary, third party and team-related boundary spanner. They show that TCNs tend to understand the complex intercultural context between headquarters and subsidiaries, balance power asymmetries, use their in-between neutrality to create trust, and act in an interculturally highly competent way by using a great variety of intercultural and linguistic skills. The TCNs’ meta-competence permits a higher level, intellectual and abstract perspective, enabling TCNs to consider structures, objects and interactions from an affective distance. Research limitations/implications The differences between TCNs and “regular” expatriates or other interface managers are examined and methodological limitations as well as research implications are critically discussed. MNCs can intentionally assign TCNs with their related competence profiles when expecting boundary-spanning tasks. Originality/value This paper is one of the few published that undergirds the TCN concept with empirical data and illustrates the suitability of specific role-takers such as TCNs for some complex challenges in international and intercultural management settings.

Possible key factors for Brazilian publicly traded companies to adopt a sponsorship strategy

2019 ◽  
Vol 12 (4) ◽  
pp. 429-446
Author(s):  
Jessica Nunes de Alcântara ◽  
Gideon Carvalho de Benedicto ◽  
Sabrina Soares da Silva
Keyword(s):  
Design Methodology ◽  
Secondary Data ◽  
Industry Concentration ◽  
Key Factors ◽  
Publicly Traded ◽  
Socially Responsible ◽  
Sport Sponsorship ◽  
Resource Based View ◽  
Content Type ◽  
Publicly Traded Companies

Purpose The purpose of this paper is to identify organizational and industrial characteristics of publicly traded Brazilian firms with sport and cultural sponsorships. Design/methodology/approach Secondary data, as organization variables and industry level variables, were sourced from Economatica®. The data were analyzed using logistic regression. Findings Both size and asset profitability were associated with a sponsorship strategy. Both industry concentration and company size are positively related to both cultural and sport sponsorship strategies. Research limitations/implications The findings in this paper provide support to resource-based view and SPC theories. The notable limitation of the study is the reliance on non-standardized social reporting. Originality/value This paper fulfills an identified need to study the importance for sponsorship to companies’ performance. The adoption of sponsorship strategies has been growing in Brazil and becoming more and more important for sponsor companies’ performance and in developing these industries, sport and creative. Through culture and sports, companies try to add value to their brands, delivering a socially responsible image to the audience.

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