Design thinking in talent acquisition: a practitioner’s perspective

2014 ◽  
Vol 13 (4/5) ◽  
pp. 170-180 ◽  
Author(s):  
Pradeep Sahay
Keyword(s):  
Design Thinking ◽  
Engineering Practice ◽  
Bottom Line ◽  
Content Type ◽  
Customer Expectations ◽  
Strategic Role ◽  
Talent Acquisition ◽  
Inside Out ◽  
Business And Management

Purpose – The purpose of this article is to examine the applicability of design thinking to the strategic role of talent acquisition in organizations. While design thinking has become part of popular lexicon in contemporary design and engineering practice, as well as business and management, its principles can be seamlessly applied across multiple disciplines and industries. The premise is that by knowing about the process and the methods that designers use to ideate, and by understanding how designers approach problem solving, individuals and businesses will be better able to connect with and invigorate their ideation processes to take innovation to a higher level. Design/methodology/approach – The methodology used was based on empirical research drawn from the authors > 20 years of experience in the industry as also secondary research, which has been appropriately referenced in the attached article. Findings – The process of developing talent relationships forces managers to develop a more outward-looking view, staying on top of cutting-edge trends, building their company’s image and staying in sync with customer expectations. This is but the essence of the design thinking methodology – taking insights from people at the various stages, touch points of the process and build from the outside-in rather than from the inside-out. Originality/value – The article is an attempt to articulate the challenges that confront organizations today as they compete for talent in the changing talent marketplace. Hopefully, the document will elevate some awareness and discourse on the subject and finally concretize on a roadmap that turns its talent acquisition into a strategic advantage with visible impact on the bottom-line. In essence, the article is about creating innovative efficiencies within the recruiting function.

Quality management challenges in a dynamic reality of mergers, acquisitions and global expansion

2019 ◽  
Vol 36 (7) ◽  
pp. 1192-1211
Author(s):  
Aviva Bashan ◽  
Deganit Armon
Keyword(s):  
Quality Management ◽  
Quality Management System ◽  
Strategic Partnerships ◽  
Quality Systems ◽  
Content Type ◽  
Global Expansion ◽  
Global Quality ◽  
Functional Aspects ◽  
Strategic Role

Purpose The purpose of this paper is to highlight the challenges facing the quality management system (QMS) of parent and subsidiary companies within the dynamics of multinational mergers, acquisitions and strategic partnerships, and to present guidelines for developing a global quality strategy. Design/methodology/approach The quality systems of 18 multinational companies at different stages of mergers and acquisitions (M&A) processes and different global expansion levels were studied in depth using observations, content analyses and interviews with CEOs and operational and quality managers in parent or subsidiary companies. Findings As part of the M&A process, not enough consideration is given to the functional aspects and challenges facing the QMS of subsidiaries, and to the integration of the subsidiary QMS into the corporate QMS. The findings highlight the strategic role of the parent company in creating a corporate QMS and developing a corresponding global quality strategy. Practical implications The classification of the challenges facing the parent and subsidiary QMS forms a diagnostic tool that supports a functional preparedness for integrating quality systems, while addressing their local needs, integrating them into the global activity of the system, and utilizing the growing integrative array of resources and capabilities to achieve global value. Originality/value While M&A is perceived as a strategic topic, it has direct impact on the QMS. This study outlines a necessary conjoining of quality management and strategy, which is the key to global quality management.

Internal projects as strategic tools: an organisation-level perspective and a research agenda

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Torbjørn Bjorvatn
Keyword(s):  
Project Management ◽  
Theory Development ◽  
Future Research ◽  
Content Type ◽  
Theoretical Contribution ◽  
Research Areas ◽  
Linear Relationships ◽  
Strategic Role ◽  
And Performance

PurposeThe purpose of this conceptual paper is to describe and explain how organisations use internal projects to implement organisation-level strategy objectives.Design/methodology/approachTheory development with an emphasis on explaining key constructs and their mutual relationships. The theoretical contribution is represented in a diagram along with a detailed verbal account.FindingsThe paper develops a dynamic, cross-level framework to illustrate the organisational processes and outcomes that determine project-based strategy implementation within a single organisation. The interplay between the base organisation and the project, and benefits realisation were singled out as key future research areas. The proposed framework engages with central discourses in the fields of project management, strategic management, innovation studies, knowledge management and organisation studies.Research limitations/implicationsOnly the contours of an organisation-level theory of strategically motivated internal projects are outlined. Future research must elaborate on the complexities, the non-linear relationships and the boundary conditions that follow from the proposed framework.Practical implicationsManagers are alerted to the strategic role of internal projects, how these projects help connect strategy and performance and what the accompanying organisational processes and outcomes look like.Originality/valueThe paper constitutes an early conceptual treatment of strategy-driven internal projects as a distinct project category, thus addressing a major knowledge gap in project studies. Organisational project-management theory is extended with suggestions for future research.

When organizational support yields both performance and satisfaction

2019 ◽  
Vol 48 (6) ◽  
pp. 1410-1428 ◽  
Author(s):  
Lincoln Jisuvei Sungu ◽  
Qingxiong (Derek) Weng ◽  
Johari Abdu Kitule
Keyword(s):  
Job Satisfaction ◽  
Job Performance ◽  
Social Exchange ◽  
Organizational Support ◽  
Employee Performance ◽  
Well Being ◽  
Bottom Line ◽  
Content Type ◽  
Performance Ability

Purpose The purpose of this paper is to examine the underlying mechanism through which perceived organizational support (POS) influences job performance and job satisfaction. Specifically, the study aims at examining the contingent role of performance ability in the associations of POS and affective organizational commitment (AOC) with job performance and job satisfaction, thus highlighting the pivot role of ability in the social exchanges. Design/methodology/approach The sample of the present study included 269 employees of a University in Kenya. The data were analyzed with Mplus to test the hypotheses. Findings POS enhances AOC that, in turn, positively influences job performance and job satisfaction. Importantly, the results indicate that performance ability moderates both the direct and indirect (via AOC) effects of POS on job performance and job satisfaction. Thus, employees’ abilities for tasks are not only significant for reciprocating resources that organizations invest in employees, but also enhances employee well-being. Research limitations/implications Although satisfaction with employee reciprocation was implied based on performance levels, it was not directly tested in the supervisor–employee social exchange. It is possible that even with intentions to deliver (high AOC), the resultant reciprocation may be less satisfactory to the organization. Future research would benefit from investigating the role that reciprocity norm could have in the model, specifically, whether employer satisfaction would be a function of employee performance ability. Practical implications Most often, the bottom line goal of organizations is employee performance, whereas AOC indicates employees’ intentions and efforts to reciprocate the organization with high performance, such intentions can only go as far as the ability for such desired outcomes. Consequently, efforts should be made to ensure employee’s capabilities align with specific job tasks to enhance both organizational (job performance) and employee well-being (job satisfaction). During the employee selection process, therefore, a focus on ability cues would be more advantageous than commitment when the bottom line goal is to enhance well-being. Originality/value This is the first study that tests the moderating role of the employee’s performance ability in both the POS and AOC relationships with job performance and job satisfaction. Moreover, this is the first study to examine the relationship between POS and AOC with job satisfaction. The study opens a potential avenue to examine the micro-mechanisms that regulate reciprocity in social exchanges, and thus presents the boundary conditions for the predictions of the social exchange theory.

Decentralised bargaining and performance-related pay

2014 ◽  
Vol 35 (7) ◽  
pp. 1038-1058 ◽  
Author(s):  
Mirella Damiani ◽  
Andrea Ricci
Keyword(s):  
Critical Issue ◽  
Firm Level ◽  
Content Type ◽  
Service Companies ◽  
Strategic Role ◽  
Nationally Representative ◽  
And Performance ◽  
And Diffusion ◽  
Number Of Firms

Purpose – The purpose of this paper is to examine the extent to which performance-related pay (PRP) has been negotiated through decentralised bargaining in Italy. Design/methodology/approach – The paper provides estimates aimed at identifying the main factors that have favoured agreements on PRP, on the basis of a nationally representative sample of Italian manufacturing and service companies. Findings – The paper shows that collective bargaining on PRP in Italy is positively associated with the presence of unions. The estimates also suggest that in unionised firms, workers have more access to returns from training in the form of PRP schemes. Finally, the paper finds that firm performance is positively associated with the adoption of PRP. Research limitations/implications – Further research based on additional data should enable the authors to identify causal effects. Practical implications – Partial fiscal exemptions for the wage component linked to enterprise results might increase the number of firms adopting PRP. In addition, the presence of unions may discourage the diffusion of “cosmetic” schemes that are adopted merely to secure benefits for the firm. Unions may also increase the returns of training and diffusion of PRP. Originality/value – This paper utilises a unique database containing recent information from a nationwide sample of Italian firms. It includes a whole set of information, including unionisation at the firm level, which allows the authors to address a critical issue, i.e., the strategic role of unions in adopting (or impeding) the adoption of PRP.

Entrepreneurial intention of Indian university students: the role of opportunity recognition and entrepreneurship education

2020 ◽  
Vol 62 (7/8) ◽  
pp. 843-861
Author(s):  
Aamir Hassan ◽  
Imran Saleem ◽  
Imran Anwar ◽  
Syed Abid Hussain
Keyword(s):  
University Students ◽  
Self Efficacy ◽  
Entrepreneurship Education ◽  
Entrepreneurial Intention ◽  
Opportunity Recognition ◽  
Content Type ◽  
And Gender ◽  
Business And Management ◽  
Moderating Role

PurposeThe purpose of this study is to investigate the impact of opportunity recognition and entrepreneurial self-efficacy on the entrepreneurial intention of Indian university students. This paper also examines the moderating role of entrepreneurship education and gender on the opportunity recognition–intention and self-efficacy–intention relationships.Design/methodology/approachThe data were collected through a comprehensive questionnaire from 334 students having business and management background. Confirmatory factor analysis was used to ensure the reliability and validity of all the constructs, and structural equation modeling was used to test the proposed hypotheses.FindingsThis study unveils three important findings. First, opportunity recognition and self-efficacy both show a significant positive impact on the entrepreneurial intention of students. Second, education positively moderates “self-efficacy–intention relationship”, and third, gender negatively moderates “opportunity recognition–intention” and “self-efficacy–intention” relationships.Research limitations/implicationsThis study has been carried out using a sample of students from only one university, and the study included only business and management background students. Similar studies can be conducted by adding more motivational and contextual factors with an increased sample size of students having different educational backgrounds.Practical implicationsThis study provides pragmatic support to formulate new educational initiatives that can support students in their present or future entrepreneurial projects.Originality/valueThis study adds to the scarce literature on opportunity recognition and entrepreneurial intention and also highlights the moderating role of entrepreneurship education and gender on opportunity recognition–intention and entrepreneurial self-efficacy–intention relationships.

Does strategic leadership development feature in managers’ responses to future HRM challenges?

2017 ◽  
Vol 38 (4) ◽  
pp. 576-587 ◽  
Author(s):  
Riitta Viitala ◽  
Susanna Kultalahti ◽  
Hilpi Kangas
Keyword(s):  
Leadership Development ◽  
Common View ◽  
Content Type ◽  
Top Managers ◽  
The Future ◽  
Future Challenges ◽  
Strategic Role ◽  
Social Media Platforms ◽  
Hr Managers

Purpose Recent academic discussion depicts leadership development (LD) as an important tool for supporting the implementation of an organization’s strategy, maintaining ongoing development of the organization, and building capabilities that are essential for the future. However, the role of LD in reality depends to a considerable extent on how human resource (HR) managers and other top managers perceive LD and its importance. In this study, the purpose of this paper is to examine how LD manifests in HR managers’ and other top managers’ views on the future challenges of HRM. Accordingly, the authors reason what the findings indicate concerning the strategic role of LD in managers’ minds. Design/methodology/approach The topic was approached inductively. The qualitative data were collected from 473 Finnish HR managers and 276 other top managers, using a web-based brainstorming tool that adopted ideas from social media platforms. All of the informants are part of the top management team. The material was analysed using content analysis. Findings The findings were a cause for concern. They show that top managers do not very actively consider either leadership or LD when asked to consider the HR challenges of the future. In addition, when they did so, the ideas of LD were mostly traditional and individual-centred. Only a few of the informants connected LD to business needs. The comments mainly reflected ideas of heroic leadership and training. Originality/value The study advances the understanding of the perceptions of LD decision makers in organizations, but also suggests that more research on the topic is needed. In addition, the study shows that more discussion would be required between academics and managers to deepen the common view of the content, potential, and reality of LD.

Identifying the characteristics of a high-performance finance function

2019 ◽  
Vol 16 (3) ◽  
pp. 352-377
Author(s):  
André de Waal ◽  
Eelco Bilstra ◽  
Peter De Roeck
Keyword(s):  
High Performance ◽  
Extensive Literature ◽  
Role Clarity ◽  
Content Type ◽  
Academic Literature ◽  
Strategic Role ◽  
People Development ◽  
High Performance Organization ◽  
Finance Function

Purpose The concept of the high-performance organization (HPO) receives much attention nowadays. To create and sustain an HPO, all parts of the organization must contribute, especially the finance function, whose relations with every part of the organization mean that it can be regarded as the spider in the organizational web. The paper aims to discuss this issue. Design/methodology/approach This study develops the high-performance finance function (HPFF) framework based on the HPO framework, a scientifically developed and validated approach to transforming organizations into HPOs. Based on an extensive literature review, potential characteristics of an HPFF were identified and subsequently linked to factors in the HPO framework. Subsequently, using a questionnaire and statistical analysis, these potential characteristics were clustered into five HPFF factors that showed a significant positive relation with the finance function’s performance. Findings The five HPFF factors are: Finance Function Improvement, IT Focus, People Development (of financial professionals working in the function), Role Clarity (for each of the various types of role in the function) and Strategic Role (of the finance function in the organization, especially in supporting management). Originality/value The HPFF framework is a practical improvement framework based on a solid scientific foundation. It also fills the current gap in the academic literature on how to develop HPFFs, thus giving the frameworks described in practitioner literature a robust scientific grounding.

Conflict resolution role of mediation in labor disputes in Turkey

2019 ◽  
Vol 30 (3) ◽  
pp. 395-415
Author(s):  
Ünsal Sığrı ◽  
Hakan Karabacak
Keyword(s):  
Theoretical Perspective ◽  
Signaling Game ◽  
Labor Disputes ◽  
Small Claim ◽  
Content Type ◽  
Strategic Role ◽  
Game Theoretic ◽  
Litigation Cost ◽  
Disincentive Effect

Purpose This paper aims to manage better the conflicts in labor disputes by improving the understanding of mediation dynamics from a game-theoretical perspective. Design/methodology/approach Signaling game model is adapted to a hypothetical labor dispute based on the legislative regulations on the mandatory mediation system in Turkey. Findings The paper determines mediation equilibria in which both players get positive payoffs. Analysis of the mediation equilibria helps to improve the understanding about the litigation and mediation dynamics depending on the variables. The variables are clearly separated from each other due to their reverse effects on strategy choices of the parties. Mediation payoff and litigation cost are characterized by their incentive effects on mediation preferences, whereas mediation fee and litigation payoff are characterized by their disincentive effect. While increasing amounts of incentive variables strengthen the mediation tendency of the employee, increasing amounts of disincentive variables reveal the opposite effect. Furthermore, the analysis also indicates that if the litigation payoff is too small to recover litigation costs, accepting the mediation becomes the optimal strategy. This prediction is contrary to that of traditional game-theoretic litigation/settlement models, in which small-claim disputes typically cannot be settled. Practical implications The assumption that the mediation fee is not a part of the litigation cost eliminates the disincentive effect of mediation fee and makes it neutral on the strategy choice of employee. Originality/value This paper first analyzes the strategic role of mediation in labor disputes by using a signaling game. Despite its mediation focus, the paper also provides practical insights for litigation.

Big data analytics and competitive advantage: the strategic role of firm-specific knowledge

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rajiv Dahiya ◽  
Son Le ◽  
John Kirk Ring ◽  
Kevin Watson
Keyword(s):  
Big Data ◽  
Competitive Advantage ◽  
Data Analytics ◽  
Management Strategies ◽  
Big Data Analytics ◽  
Specific Knowledge ◽  
Content Type ◽  
Absorptive Capacities ◽  
Strategic Role

PurposeWhile advances in big data analytics (BDA) provide valuable business insights and immense business value, many firms find it difficult to gain advantage from their BDA initiatives. Noting the strategic role of firm-specific knowledge, we develop a framework examining the relation between firm specificity of BDA knowledge and competitive advantage. We also examine the dynamic evolution of BDA capabilities and the associated knowledge management strategies.Design/methodology/approachWe review the resource-based view (RBV), capabilities life cycles and absorptive capacity perspectives along with the literature on BDA competitive advantage. Identifying two key BDA factors, application customization and data proprietorship, we develop a BDA competitive advantage framework. We also investigate the absorptive capacities employed by firms to advance their BDA capabilities. We use anecdotal cases to support our theoretical arguments.FindingsWe propose that BDA solutions with vendor-based applications (noncustomized) and public data will not generate firm-specific knowledge and therefore not provide competitive advantage. In contrast, BDA solutions with custom applications and proprietary data will provide high-level firm-specific knowledge and potentially result in sustained competitive advantage. We further suggest the relevant absorptive capacities and the knowledge management strategies for BDA capability development.Practical implicationsOur framework provides managers with insights into how to develop and enhance firm-specific knowledge from their BDA solutions to gain competitive advantage.Originality/valueOur study offers a new BDA firm-specific knowledge framework for competitive advantage.

In pursuit of service productivity and customer satisfaction: the role of resources

2017 ◽  
Vol 51 (11/12) ◽  
pp. 1836-1855 ◽  
Author(s):  
Jenny (Jiyeon) Lee ◽  
Paul G. Patterson ◽  
Liem Viet Ngo
Keyword(s):  
Customer Satisfaction ◽  
Employee Engagement ◽  
Self Efficacy ◽  
Conservation Of Resources ◽  
Service Firms ◽  
Bottom Line ◽  
Dyadic Data ◽  
Content Type ◽  
Service Productivity

Purpose In today’s global marketplace, the mantra of many service firms is enhanced efficiency and productivity. To increase their bottom line, firms must also expand revenue. They thus face the challenge of ways to increase revenue through customer satisfaction while also achieving productivity gains. The current study aims to offer insight into the role of various resources that encourage frontline employees (FLEs) to become engaged in the pursuit of achieving organisational goals, ultimately enhancing service productivity and customer satisfaction. Design/methodology/approach A total of 252 customer-FLE dyadic data were collected at a medium-sized retail bank in Ho Chi Minh City, Vietnam. Findings Results show that personal (self-efficacy) and organisational resources impact FLE productivity directly and indirectly through employee engagement. Importantly, service productivity is then positively associated with customer satisfaction. Research limitations/implications Extending previous investigations based on the job demands-resources model and theories of self-efficacy and conservation of resources, this study’s findings empirically support anecdotal accounts of the positive productivity–customer satisfaction relationship. Practical implications The results also highlight the importance of the management of human and organisational resources to attain this two-pronged goal. Originality value Using dyadic data (customers and FLEs) collected at a medium-sized retail bank, the authors refute the trade-off effect between attaining employee productivity and customer satisfaction in the service industry. This paper further fills research need to study how various resources available to FLEs can achieve desirable organisational outcomes in service firms – the improvement of both service productivity and customer satisfaction.

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