Guiding metaphors for knowledge-intensive firms

2016 ◽  
Vol 24 (4) ◽  
pp. 743-772 ◽  
Author(s):  
Arunprasad P.
Keyword(s):  
Organizational Learning ◽  
Learning Outcomes ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
Hrm Practices ◽  
Sustained Competitive Advantage ◽  
Software Companies ◽  
Knowledge Strategy ◽  
Knowledge Intensive ◽  
The Impact

Purpose The purpose of this paper is to conceptualize and empirically test the impact of strategic human resource management (HRM) practices on learning outcomes and also to examine whether this relationship is contingent on knowledge strategy in a sample of knowledge-intensive firms like software companies in India. Design/methodology/approach Data were collected through a questionnaire, and the software companies were chosen based on the listing in the NASSCOM annual report. A total of 32 companies participated in this research study, and the survey was conducted in two phases. Findings The universalistic approach revealed that organizational learning outcomes can be enhanced by focusing on specific individual HRM practices. Also, the fit between HRM practices and knowledge strategy revealed that the interaction effect between individual and knowledge strategy have had an increased impact on the learning outcomes. Practical implications HRM practices can be aligned to the targeted knowledge strategy of the organization and maximize specific organizational learning outcome to achieve sustained competitive advantage. Knowledge-intensive firms can measure their knowledge strategy and gauge whether it is complemented with HRM practices for better tangible and intangible outcomes. Originality/value The proposed model can benefit the firms to analyse the extent of contribution of HRM practices towards the organizational learning process. It also helps to understand how an organization can be productive by focusing on specific learning outcomes and establishing a tighter link between the select individual HRM practices and the defined knowledge strategy.

Inevitable knowledge strategy

2017 ◽  
Vol 39 (5) ◽  
pp. 753-774 ◽  
Author(s):  
Arunprasad P.
Keyword(s):  
Performance Appraisal ◽  
Performance Feedback ◽  
Positive Impact ◽  
Strategic Human Resource Management ◽  
Content Type ◽  
Hrm Practices ◽  
Software Companies ◽  
Knowledge Strategy ◽  
Strategic Hrm ◽  
The Impact

Purpose The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software companies in India. Design/methodology/approach The sample chosen for this study was software professionals in India; the software companies were chosen based on their listing in the NASSCOM annual report, with financial turnover as the basis for classification. In order to measure the tangible and intangible outcomes, instruments used in this study include financial and non-economic performance. Findings As per the contingency approach, the fit between strategic HRM practices (staffing, general training, specific training, performance appraisal, performance feedback, reward and compensation and employee development) and knowledge strategy dimensions (consolidator, transformer and co-inventor) was observed and the results revealed that the moderation effect has had a positive impact on the firms’ performance. Practical implications Investment in specific developmental programs for high-potential employees and quick learners will make knowledge-intensive firms financially sound in the long run. Through an appropriate reward strategy, employees who are capable of lateral and innovative thinking at work can be engaged in consistently delivering quality projects, which will have a significant positive impact on overall project costs and the financial performance of the firm. Originality/value The proposed model in this study can enhance a firm’s performance, provided the firm adopts a specific knowledge strategy and coherently aligns it with strategic HRM practices to achieve a sustained competitive advantage.

Organizational learning: a road map to evaluate learning outcomes in knowledge intensive firms

2015 ◽  
Vol 29 (3) ◽  
pp. 11-14 ◽  
Author(s):  
Arunprasad Purushothaman
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Outcomes ◽  
Large Scale ◽  
Small Scale ◽  
Content Type ◽  
Technology Application ◽  
Organization Transformation ◽  
Software Companies ◽  
Knowledge Intensive

Purpose – The purpose of this paper is to identify and measure the organizational learning outcomes in a sample of knowledge-intensive firms like software companies. Design/methodology/approach – The sample chosen for this study comprised software professionals; the software companies were chosen based on the listing in the National Association of Software and Services Companies annual report with financial turnover as a base for classification. The learning outcomes discussed in this study are grounded on the dimensions of the building blocks of learning organization, which are classified as learning dynamics, organization transformation, knowledge management, people empowerment and technology application. Findings – Statistical analysis revealed significant differences in learning outcomes based on the organization’s age. The organizational learning orientation for medium- and very large-scale companies are on the higher side with reduced organization hierarchy; better technology-based learning; structured knowledge management practices; learning-centric talent acquisition, talent management and total rewards. Small-scale companies fared well in organization transformation dimension and large-scale companies constantly nurture the congenial learning environment. Practical implications – The tool can help knowledge-intensive firms to analyze the extent to which organizational practices aligned with learning initiatives are visibly seen in terms of learning outcomes. Thus, the learning culture can be articulated and associated with the growing needs of an organization. Originality/value – Organizational learning initiatives can be enhanced and reinforced through customized organization practices by observing the measures of learning dimensions.

Firm performance: is organizational learning capability the magic wand?

2019 ◽  
Vol 68 (8) ◽  
pp. 1411-1433 ◽  
Author(s):  
Lai Wan Hooi
Keyword(s):  
Organizational Learning ◽  
Firm Performance ◽  
Human Resource ◽  
High Performance ◽  
Equation Modeling ◽  
Learning Capability ◽  
System Perspective ◽  
Content Type ◽  
Hrm Practices ◽  
The Impact

Purpose The purpose of this paper is to focus on human resource practices contribution to retail SMEs performance through its role in developing organizational learning capability (OLC). Design/methodology/approach A cross-sectional design was adopted, where data were collected from a sample of 214 managers of retail SMEs, utilizing a survey questionnaire. Structural equation modeling was used to test the hypothesized relationships. Findings The results indicate that incentive reward has the strongest significance on firm performance with a stronger influence on economic performance. Performance appraisal has the greatest effect on system perspective, followed by the impact of employee selection on managerial commitment (MC). MC strongly affects firm performance while openness and experimentation influences satisfaction performance. Additionally, OLC fully mediates the relationship between high-performance human resource management (HRM) practices and firm performance. Research limitations/implications It did not include large organizations nor consider other SME contextual variables which may otherwise exert significant impact on OLC. Practical implications A profound understanding of distinctive high-performance HRM practices effect on firm performance and the needed employee capabilities that would assist organizations to implement strategies to attain sustainable competitive advantage. Originality/value The study advances knowledge on HRM practices among SMEs by proposing that distinctive high-performance HRM practices can leverage OLC to enhance firm performance.

The impact of best HRM practices on performance – identifying enabling factors

2014 ◽  
Vol 36 (5) ◽  
pp. 535-561 ◽  
Author(s):  
Georgios N. Theriou ◽  
Prodromos Chatzoglou
Keyword(s):  
Organizational Learning ◽  
Organizational Performance ◽  
Manufacturing Firms ◽  
Organizational Capabilities ◽  
Enabling Factors ◽  
Learning Capability ◽  
Content Type ◽  
Hrm Practices ◽  
Final Sample ◽  
The Impact

Purpose – The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance. Design/methodology/approach – To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires. Findings – Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC. Research limitations/implications – Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions. Practical implications – HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance. Originality/value – This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

Do ambient conditions in offices impact learning?

Facilities ◽  
2018 ◽  
Vol 36 (5/6) ◽  
pp. 291-307 ◽  
Author(s):  
Aneetha Rao Kasuganti
Keyword(s):  
Organizational Learning ◽  
Situated Learning ◽  
Cross Sectional Study ◽  
Ambient Conditions ◽  
Cross Sectional ◽  
Content Type ◽  
Physical Environments ◽  
Knowledge Intensive ◽  
Office Environments ◽  
The Impact

Purpose The purpose of this paper is to investigate the relationship between satisfaction with ambient conditions and perceptions of situated learning in knowledge-intensive organizations. The paper argues that satisfaction with ambient conditions facilitates situated learning in open office environments. Design/methodology/approach A cross-sectional study was conducted on 117 professionals from IT and consultancy companies. Hierarchical linear regression was used to analyze the impact of satisfaction with ambient conditions on perceptions of situated learning. Findings Learning that occurs in everyday activities on the job is enhanced by satisfying ambient conditions in the physical environments of open offices. Originality/value The paper contributes to literature on organizational learning by examining aspects of the physical environment as antecedents of organizational learning, thereby providing insights for design and management of office environments to maximize employee outcomes.

Organizational learning, knowledge management practices and firm’s performance

2015 ◽  
Vol 22 (1) ◽  
pp. 14-39 ◽  
Author(s):  
Ajay K. Jain ◽  
Ana Moreno
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Performance Management ◽  
Management Practices ◽  
Achievement Orientation ◽  
Content Type ◽  
Power Generation Equipment ◽  
Engineering Organization ◽  
Reward And Recognition ◽  
The Impact

Purpose – The study aims at investigating the impact of organizational learning (OL) on the firm’s performance and knowledge management (KM) practices in a heavy engineering organization in India. Design/methodology/approach – The data were collected from 205 middle and senior executives working in the project engineering management division of a heavy engineering public sector organization. The organization manufactures power generation equipment. Questionnaires were administered to collect the data from the respondents. Findings – Results were analyzed using the exploratory factor analysis and multiple regression analysis techniques. The findings showed that all the factors of OL, i.e. collaboration and team working, performance management, autonomy and freedom, reward and recognition and achievement orientation were found to be the positive predictors of different dimensions of firm’s performance and KM practices. Research limitations/implications – The implications are discussed to improve the OL culture to enhance the KM practices so that firm’s performance could be sustained financially or otherwise. The study is conducted in one division of a large public organization, hence generalizability is limited. Originality/value – This is an original study carried out in a large a heavy engineering organization in India that validates the theory of OL and KM in the Indian context.

Influence of human resource capital information disclosure on investors’ share investment intentions

2017 ◽  
Vol 46 (3) ◽  
pp. 551-571 ◽  
Author(s):  
Sugumar Mariappanadar ◽  
Alma Kairouz
Keyword(s):  
Performance Management ◽  
Human Resource ◽  
Information Disclosure ◽  
Banking Sector ◽  
Strategic Human Resource Management ◽  
Annual Reports ◽  
Individual Investors ◽  
Content Type ◽  
Investment Intentions ◽  
The Impact

Purpose The purpose of this paper is to apply the strategic human resource management (HRM) perspective to investigate the schematic relationship between the dimensions of human resource (HR) capital information and intentions to use such information in individual investors’ decisions relating to investing equities in the banking industry. Design/methodology/approach A two-stage empirical study was conducted in 2010 using a four-part HR capital disclosure questionnaire, which was developed and validated in stage 1 (n=145) of the study. In stage 2 (n=157), current or previous shareholders in one of the Australian banking sector corporations participated in the study. The collected data were analyzed using confirmatory factor and logistic regression analyses. Findings The findings of this explorative study highlight that the individual investors’ perception on the importance of performance management dimension of HR capital information has varied impacts on their intentions to use such information in investment decisions to buy, hold on to, or sell stocks. Practical implications This study has made an important contribution to the strategic HRM and behavioral finance literature that the human capital information facilitates the propensity to avoid regrets in selling shares too early (dispositional effect bias) to achieve utility benefits in future which is different from the findings of financial information disclosure study. Originality/value A recent critical review of HR disclosure indicated that most of the published articles on HR capital have used company annual reports for data source. However, this is the first study that attempts to understand the impact of HR capital disclosure information on investment intentions from individual investors’ schema rather than drawing data from company annual reports.

Differences in the impact of AMO bundles of line managers and frontline workers on the performance of manufacturing firms

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alberto Bayo-Moriones ◽  
Alejandro Bello-Pindado
Keyword(s):  
Manufacturing Industry ◽  
Manufacturing Firms ◽  
Manufacturing Companies ◽  
Linear Regression Models ◽  
Line Managers ◽  
Content Type ◽  
Frontline Workers ◽  
Hrm Practices ◽  
Manufacturing Performance ◽  
The Impact

PurposeThe purpose of this paper is to analyse the impact on manufacturing performance of human resource management (HRM) practices across two job levels within manufacturing firms in Argentina and Uruguay: that of line managers and frontline workers. HRM practices are categorised into three bundles defined by the AMO theoretical framework: ability, motivation and opportunity.Design/methodology/approachThe article uses data from a survey to 301 manufacturing plants in Uruguay and Argentina. Given the characteristics of the dependent variable, linear regression models have been estimated in order to test the hypotheses.FindingsThe results show that the ability and opportunity bundles for line managers are positively associated with manufacturing performance. However, only the motivation bundle affects manufacturing performance for frontline workers.Research limitations/implicationsThe main limitations are the use of cross-sectional data, the focus on two specific countries and the analysis of two employee categories that are not completely homogenous. The paper extends the contingency perspective in HRM by examining the relevance of job level as a contingent factor in the HRM-performance relationship in the manufacturing industry.Practical implicationsThe results suggest that manufacturing companies should target HR investments more towards line managers than to frontline employees. More specifically, they should concentrate efforts on the ability and opportunity bundles.Originality/valueThe article contributes to the very limited empirical evidence on the impact of HRM differentiation on firm performance by analysing sub-dimensions in a context not previously analysed.

In search of virtuous learning circles: absorptive capacity and its antecedents in the education sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Regina Lenart-Gansiniec ◽  
Wojciech Czakon ◽  
Massimiliano Matteo Pellegrini
Keyword(s):  
Organizational Learning ◽  
Prior Knowledge ◽  
Absorptive Capacity ◽  
Structural Equation ◽  
Knowledge Flows ◽  
Measurement Scale ◽  
Structured Interviews ◽  
Measurement Scales ◽  
Content Type ◽  
The Impact

Purpose This study aims to identify context-specific antecedents to schools’ absorptive capacity (AC) and to show how those can enact “a virtuous learning circle.” Design/methodology/approach The study uses a mixed method: an exploration based on semi-structured interviews with educational experts; the development of a measurement scale and a partial least squares structural equation modelling to test the impact of the antecedents. Findings The results yielded four empirically-grounded antecedents and their measurement scales, namely, prior knowledge, employees’ skills, educational projects and interactions with the environment (Studies one and two). All antecedents are significantly and positively related to AC processes (study three). Using the organizational learning theory perspective, the results have been interpreted as an AC “virtuous learning circle.” Practical implications With increasing pressures to adapt, a case of which was the COVID-19 pandemic, schools can greatly benefit from absorbing knowledge flows. This suggests the construction a favourable environment for AC. To this end, the individual (employees’ prior knowledge and skills), organizational (educational projects) and institutional level of managerial action (interactions with the environment) can be effective when create a recursive organizational learning circle. In addition, this study offers an expert-validated measurement scale for self-assessment of a school’s specific contingencies, and thus, for planning of punctual interventions to develop AC. Originality/value This study advances the existing body of knowledge management in the educational context by rigorously identifying and validating a scale for measuring the antecedents of AC and developing an interpretive approach to the AC “virtuous circle.”

scholarly journals The Impact of Gamified Instruction on Students’ Learning Outcomes: Systematic Review of Experimental Studies

2021 ◽  
Vol 13 (4) ◽  
pp. 55
Author(s):  
Nevena Jaftha ◽  
Marouska Zahra-Micallef ◽  
Tatjana Chircop
Keyword(s):  
Systematic Review ◽  
Learning Outcomes ◽  
Digital Libraries ◽  
Experimental Studies ◽  
Intervention Design ◽  
Assessment Instruments ◽  
Learning Technology ◽  
Content Type ◽  
Replication Studies ◽  
The Impact

This systematic review critically explores the intervention design and findings of the experimental studies that were published between January 2012-December 2020 in a number of digital libraries and databases and had the effect of a gamified instruction on students’ learning outcomes in their focus, with the aim of identifying what constitutes success or the lack thereof in the given context. The found effect(s) of gamified instruction on students’ learning engagement and achievement are discussed in relation to the a) intervention design, its flaws and their potential impact on reported outcomes and b) prevalent practice in gamification research. The discussion is structured around data collection sources, sample size, and intervention duration, but also the characteristics of learning technology, learning approach, course content, type of games and game elements. This study proposes a list of categories to be included in the description of a study context so that it is possible to a) systematically organise research findings, b) filter the variety of findings via means of replication studies. c) recognise the variant effect on different sub-populations, and d) suggest the way forward when designing and implementing gamified instruction within specific conditions. Furthermore, the study highlights the necessity of approaching the topic through a mixed-method approach involving a more intensive tracking schedule with new assessment instruments and a larger number of participants that are longitudinal or at least of a longer duration in order to obtain more comprehensive findings.

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