scholarly journals The role of talent management in strategic renewal

2020 ◽  
Vol 42 (1) ◽  
pp. 75-89 ◽  
Author(s):  
Kati Järvi ◽  
Violetta Khoreva
Keyword(s):  
Organizational Performance ◽  
Evaluation Criteria ◽  
Secondary Data ◽  
Talent Management ◽  
Top Management ◽  
Structured Interviews ◽  
Content Type ◽  
Strategic Renewal ◽  
Business Opportunities

Purpose The purpose of this paper is to emphasize the role of talent management (TM) in strategic renewal. Furthermore, the authors extend the existing knowledge on the process of TM implementation by underlining particular activities, which are involved in this process during strategic renewal. Design/methodology/approach The authors report a qualitative study of a TM program in a Finnish–Swedish Multinational corporation undergoing major strategic renewal. The data consist of 46 semi-structured interviews and secondary data. Findings The role of TM in the context of strategic renewal is to provide the conditions for the self-initiation and identification of potential change agents and for the development of the talented employees to perform in their roles of change agent. In the context of strategic renewal, TM process consists of identification of key projects to address critical business opportunities and challenges, the identification of talented employees to execute them, and the identification and creation of key positions. Research limitations/implications The authors encourage scholars to explore the empirical settings characterized by change and unpredictability in more detail, and thus examine the role of talented employees and TM in other specific contexts. Future studies are also encouraged to study other cultural settings and examine to what degree the process of TM implementation may positively influence attitudes and behaviors of talented employees and, consequently, the overall organizational performance. Practical implications This study offers practical advice for top management and HR managers. First, the process of TM implementation during strategic renewal should start with the identification of “must-win-battles” that can have a more profound impact on change. Furthermore, top management should allow and enable motivated potential talented employees to volunteer for the job of aiding company-wide changes. Next, top management should provide the talented employees with the space to come up with novel ideas and conceive new business opportunities. Finally, the importance of transparent and spot-on evaluation criteria should be emphasized. Originality/value The study contributes to advancing our understanding of TM and strategic management in practice.

Exploring the role of business relationships in start-ups’ life cycles

IMP Journal ◽  
2018 ◽  
Vol 12 (3) ◽  
pp. 519-543
Author(s):  
Chiara Cantù ◽  
Sepe Giorgia ◽  
Alessandra Tzannis
Keyword(s):  
Life Cycle ◽  
Secondary Data ◽  
Life Cycles ◽  
Business Relationships ◽  
Structured Interviews ◽  
Content Type ◽  
Strategic Resources ◽  
Start Up ◽  
Start Ups

Purpose Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business relationships in the different stages of the life cycle of a start-up. Design/methodology/approach Since the paper aims to explore startups’ evolutionary phenomenon, it adopts a qualitative abductive methodology, presenting an in-depth study of two innovative Italian start-ups. The research is based on two steps. In the first one, the authors collected secondary data from start-ups’ reports and documents, financial indicators (when available) and processed them to understand their background. In the second one, the authors conducted ten semi-structured interviews, including face-to-face interviews, phone interviews and video conferences. Findings The paper presents a relationship-based life cycle model composed of four different stages, depending on the number and role of relationships developed. Indeed, since the beginning, start-ups adopt a relational approach and their evolution involves the shift from the focus on the entrepreneur to the centrality of a network approach based on interconnected relationships. The entering into a new stage of life cycle depends on relationships, mainly based on connected actors and resources shared and combined. Even if a key role is assumed by technology, the main resource is identified in the knowledge concerning the customer/user’s needs that require marketing competencies, human resources, relational capabilities. Thus, the shift from one stage to the next in the start-up’s life cycle is possible thanks to a parallel shift from a focus on the activities to a focus on those strategic and heterogeneous actors that ensure activities. Originality/value In a traditional perspective, the start-up’s life cycle depends on activities, financial resources and revenues, as stated by previous life cycle models. In a different perspective, as depicted in our analysis, the evolution of a start-up depends on the portfolio of their business relationships. The role of business relationships is hence to facilitate the interconnections within specialized key actors, which allow start-ups to access strategic resources. These resources are essential in order to develop the activities that characterize the specific stage of the life cycle.

scholarly journals Forging a collective entrepreneurial identity within existing organizations through corporate venturing

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ying Zhang ◽  
Marina G. Biniari
Keyword(s):  
Secondary Data ◽  
Corporate Entrepreneurship ◽  
Role Identity ◽  
Structured Interviews ◽  
Bottom Up ◽  
Content Type ◽  
Corporate Context ◽  
Management Literature ◽  
Parent Companies

PurposeThis study unpacks how organizational members construct a collective entrepreneurial identity within an organization and attempt to instill entrepreneurial features in the organization's existing identity.Design/methodology/approachThe study draws on the cases of two venturing units, perceived as entrepreneurial groups within their respective parent companies. Semi-structured interviews and secondary data were collected and analyzed inductively and abductively.FindingsThe data revealed that organizational members co-constructed a “corporate entrepreneur” role identity to form a collective shared belief and communities of practice around what it meant to act as an entrepreneurial group within their local corporate context and how it differentiated them from others. Members also clustered around the emergent collective entrepreneurial identity through sensegiving efforts to instill entrepreneurial features in the organization's identity, despite the tensions this caused.Originality/valuePrevious studies in corporate entrepreneurship have theorized on the top-down dynamics instilling entrepreneurial features in an organization's identity, but have neglected the role of bottom-up dynamics. This study reveals two bottom-up dynamics that involve organizational members' agentic role in co-constructing and clustering around a collective entrepreneurial identity. This study contributes to the middle-management literature, uncovering champions' identity work in constructing a “corporate entrepreneur” role identity, with implications for followers' engagement in constructing a collective entrepreneurial identity. This study also contributes to the organizational identity literature, showing how tensions around the entrepreneurial group's distinctiveness may hinder the process of instilling entrepreneurial features in an organization's identity.

scholarly journals The governance of collaboration in complex projects

2018 ◽  
Vol 38 (4) ◽  
pp. 997-1019 ◽  
Author(s):  
Mehmet Chakkol ◽  
Kostas Selviaridis ◽  
Max Finne
Keyword(s):  
Design Methodology ◽  
Secondary Data ◽  
Primary Data ◽  
Structured Interviews ◽  
Relational Governance ◽  
Content Type ◽  
Collaborative Practices ◽  
Complex Projects ◽  
Standard Sets

Purpose Inter-organisational collaboration is becoming increasingly important in complex projects; some project customers even formally require evidence of collaborative competence from potential providers. The purpose of this paper is to explore the governance of collaboration and the ways in which it is enacted in practice for complex projects. Design/methodology/approach The study is based on a qualitative analysis of 29 semi-structured interviews, primary data from meetings and events supported by secondary data, including standards and industry-specific contract templates. Findings The paper identifies how collaboration can be effectively governed in complex projects through the emerging role of the collaboration standard and its impact on contractual and relational governance mechanisms. The standard sets higher-level institutional guidelines that affect the way in which collaboration is governed in complex projects. It helps formalise informal relational practices whilst also providing guidelines for building flexibility in contracts by including coordination- and adaptation-oriented provisions conducive to collaboration. Originality/value The paper demonstrates the emerging role of the collaboration standard and its influence on contractual and relational mechanisms deployed in complex projects. It shows how the standard can formalise and codify informal collaborative practices and help transfer related learning across projects, thereby contributing towards the dual requirement for standardisation and flexibility in project settings.

Cultural heritage and entrepreneurship – inspiration for novel ventures creation

2015 ◽  
Vol 9 (1) ◽  
pp. 31-44 ◽  
Author(s):  
Kärt Summatavet ◽  
Mervi Raudsaar
Keyword(s):  
Secondary Data ◽  
Phenomenological Approach ◽  
New Venture ◽  
Teaching Methodology ◽  
Venture Creation ◽  
Key Factors ◽  
Structured Interviews ◽  
Content Type ◽  
Conventional Teaching

Purpose – The purpose of this paper is to study the role of networking, creating community, product development and mentoring in the experiential and entrepreneurial learning process. A close look is taken at the experiential knowledge of entrepreneurs to understand and bridge the gap between local cultures and entrepreneurial communities: how to map and implement the tacit knowledge possessed by an entrepreneur, and what sources help trainees find attractive ideas for a new venture? Design/methodology/approach – After reviewing the key literature, a phenomenological approach has been applied. Data were collected using not only semi-structured interviews but also secondary data. Findings – Creative entrepreneurs consider it important that learning materials are provided according to the learner’s specialist business idea. They need and expect multi-layered support from peers/coaches/mentors and social/local/specialist networks to test the ideas and products and services directly in the community. Originality/value – As the conventional teaching methodology is inapplicable for creative and community entrepreneurs, the key factors of their venture-creation process focus on their personal experience, skills, capabilities and motivation.

The role of the upper echelon in the value chain management

2014 ◽  
Vol 24 (3) ◽  
pp. 240-255 ◽  
Author(s):  
Arpita Agnihotri
Keyword(s):  
Value Chain ◽  
Emerging Market ◽  
Secondary Data ◽  
Top Management Teams ◽  
Top Management ◽  
Tobit Regression ◽  
Upper Echelon ◽  
Content Type ◽  
The Impact

Purpose – The purpose of this study was to analyze the impact of top management teams on firms' value chain action intensity and value chain activity heterogeneity. Design/methodology/approach – The study was conducted from an emerging market perspective. The sample was based on the secondary data collected from three fast-growing industries in India: automobile, pharmaceutical and fast-moving consumer goods over the three-year period from 2009 to 2012. The Panel Poisson and Tobit regression have been used to conduct this study. Findings – Drawing upon the upper echelon theory, the author found that a top management team's educational level, functional heterogeneity and total organizational tenure influence value chain action intensity and value chain activity heterogeneity. Originality/value – The author introduces the concept of value chain action intensity and value chain action heterogeneity and investigates the role of the upper echelon in influencing intensity and heterogeneity.

Technology and talent analytics for talent management – a game changer for organizational performance

2019 ◽  
Vol 28 (2) ◽  
pp. 457-473 ◽  
Author(s):  
Brijesh Sivathanu ◽  
Rajasshrie Pillai
Keyword(s):  
Grounded Theory ◽  
Organizational Performance ◽  
Talent Management ◽  
Extensive Literature ◽  
Theory Approach ◽  
Technology Usage ◽  
Structured Interviews ◽  
Content Type ◽  
High Performing ◽  
Grounded Theory Approach

Purpose This paper aims to examine the technology usage for talent management and its effect on organizational performance. Design/methodology/approach The grounded theory approach was used for this research. Semi-structured interviews with 122 senior HR officers of national and multinational companies in India were conducted after extensive literature review. NVivo 8.0 software was used for the analysis of the interview data. Findings Technology usage for talent management contributes to talent analytics and strategic HR management (SHRM). It was found that talent analytics and SHRM lead to developing a high-performing talent pool, which in turn contributes to organizational performance. Originality/value This study used the grounded theory approach to develop the proposed conceptual model for organizational performance using talent management technology. This study delivers important insights for talent managers, HR technology marketers and developers of technology.

Empowering the next generation of leaders

2020 ◽  
Vol 10 (2) ◽  
pp. 1-24
Author(s):  
Linda Appiea ◽  
Dorothy Ndletyana ◽  
Anthony Wilson-Prangley
Keyword(s):  
Women Leaders ◽  
Leadership Style ◽  
Secondary Data ◽  
Primary Data ◽  
Structured Interviews ◽  
Content Type ◽  
Academic Level ◽  
Workplace Experiences

Learning outcomes The main teaching objective for the case is for students to build a better understanding of how to advance women (and other minorities) in the workplace through mentorship. This is achieved through recognizing the wide variety of issues that enable and constrains women’s advancement in the workplace; defining mentoring, sponsorship, coaching and networking; and highlighting how mentoring, sponsorship, coaching and networking can overcome the challenges of facing women’s advancement in the workplace? Case overview/synopsis The case study explores the role of senior women leaders in the career advancement of other women in the workplace. It helps us understand how mentoring can address the low prevalence of women at senior levels despite companies’ efforts to advance women. The case profiles the career and leadership journey of a senior female executive, Maserame Mouyeme. It documents her rise from the dusty streets of Soweto, South Africa to become one of the first black female executives in several corporate contexts across Africa and especially at Coca-Cola. The case illustrates her practice of mentoring and its impact on her and others’ careers. Also illustrated is Mouyeme’s leadership style, mentoring approach and workplace experiences. Students deliberate Mouyeme’s dilemma: whether to continue to advance a new generation of women leaders or whether to focus on her core role of building the business she is responsible for. The selected research method is a teaching case study, grounded in an exploratory approach. Primary data was collected via semi-structured interviews with the protagonist and four of her mentees. Secondary data was collected via studies about the protagonist and the companies she has worked for in her career. The case provides empirical insights about the role of leaders and especially women, in advancing women. The case shows the approaches in which organizations can advance women. It also shows how emerging leaders can better manage their own careers. The case deepens knowledge of women advancement and career development. Complexity academic level The case is appropriate for post-graduate level study, including MBA-level. It is also appropriate for use on executive development programs. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 6: Human Resource Management.

Toward a theory on workplaces for smart workers

Facilities ◽  
2019 ◽  
Vol 38 (3/4) ◽  
pp. 298-315
Author(s):  
Luisa Errichiello ◽  
Tommasina Pianese
Keyword(s):  
Web Sites ◽  
Participant Observation ◽  
Secondary Data ◽  
Primary Data ◽  
Innovative Design ◽  
Content Type ◽  
New Type ◽  
Smart Working ◽  
Research Propositions

Purpose The purpose of this paper is to identify the main features of smart work centers (SWCs) and show how these innovative offices would support the implementation of smart working and related changes in workspaces (“bricks”), technologies (“bytes”) and organizational practices (“behaviors”). Design/methodology/approach In this study, scientific literature is combined with white papers and business reports and visits to 14 workplaces, including offices designed as SWCs, co-working spaces, one telecenter, one accelerator and one fab lab. Primary data were collected through interviews with managers and users and non-participant observation, whereas secondary data included web-sites, brochures, presentations, press releases and official documents. Findings The authors developed research propositions about how the design of spaces and the availability of technology within SWCs would support the “bricks” and “bytes” levers of smart working. More importantly, the authors assumed that this new type of workplace would sustain changes in employees’ behaviors and managers’ practices, thus helping to overcome several challenges traditionally associated with remote working. Research limitations/implications The exploratory nature of the research only provides preliminary information about the role of SWCs within smart working programs. Additional qualitative and quantitative empirical investigation is required. Practical implications This study provides valuable knowledge about how the design of corporate offices can be leveraged to sustain the implementation of smart working. Originality/value This study advances knowledge on workplaces by focusing on an innovative design of traditional offices (SWC). It also lays the foundations for future investigation aimed at testing the developed propositions.

scholarly journals Sinabung volcano: how culture shapes community resilience

2019 ◽  
Vol 28 (3) ◽  
pp. 290-303
Author(s):  
Marta Mori ◽  
Ronan McDermott ◽  
Saut Sagala ◽  
Yasmina Wulandari
Keyword(s):  
Structured Interviews ◽  
Content Type ◽  
Aid Dependency ◽  
Relief Operations ◽  
Long Term Impact ◽  
Cultural Experts ◽  
Practical Implications

Purpose The purpose of this paper is to explore how culture, including traditions and social structures, can influence resilience and how culturally sensitive relief operations can put affected people and their context at the core of any interventions. Design/methodology/approach A case study of the Mt Sinabung volcano area in Indonesia was undertaken. As part of the case study, an analysis of interventions was conducted, which was complemented by semi-structured interviews with Karo cultural experts and humanitarian organisations. Findings Culture influences the manner in which the Karo people react to volcano eruptions with varying implications for recovery. In addition, relief organisations which understand people’s actions through a cultural lens have better managed to tailor programs with long-term impact, thereby avoiding aid dependency. Practical implications Practical examples of disaster management activities that adequately account for the beneficiaries’ way of living prior to the eruptions are provided. Aid actors are provided with guidance concerning how to better tailor their activities in line with a cultural lens. Originality/value The study provides empirical grounding for claims concerning the role of culture in planning interventions in Indonesia and other similar contexts.

Promoting strategic performance through strategic orientation and strategic renewal

2019 ◽  
Vol 58 (2) ◽  
pp. 376-392 ◽  
Author(s):  
Hassan Ahmed Shah ◽  
Muhammad Yasir ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Positive Impact ◽  
Moderated Mediation ◽  
Strategic Orientation ◽  
Mediation Model ◽  
Content Type ◽  
Strategic Performance ◽  
Strategic Renewal ◽  
Mediating Role ◽  
Moderated Mediation Model

Purpose The purpose of this paper is to explore the ways in which strategic orientation (SO) and strategic renewal (SR) could create the possibility for improving strategic performance (SP). The indirect effect of SO was also tested in this study. Furthermore, by using the moderated mediation model, the authors also investigated the moderating role of organizational ambidexterity (OA). Design/methodology/approach The results of this cross-sectional study are based on a survey conducted on 1,430 owner/managers of SMEs. To analyze the relationship among variables, this study used descriptive, correlation and hierarchical multiple regression approach. Findings Results revealed that SO positively affects SR and SP in SMEs. Furthermore, the mediating role of SR between the relationships of SO and SP was also confirmed. Moreover, OA strengthens the connection between SO, SR and SP. Practical implications The current study provides new insights for strategic planning and management by focusing on SO along with its different dimensions. Therefore, it provides new guidelines and a roadmap that would be helpful in achieving the objectives of SP. Originality/value The study makes significant contributions to the extant literature by adding new knowledge about the positive impact of SO on SP. Moreover, with the analysis of mediating role of SR in this relationship, the study has made significant addition to the existing literature on SP. Furthermore, moderated mediation model adds value to the existing body of knowledge.

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