Integrating Human Resource and Technological Capabilities: The Influence of Global Business Strategies on Workplace Strategy Choices

2007 ◽  
Vol 46 (2) ◽  
pp. 241-270 ◽  
Author(s):  
WILLIAM N. COOKE
Keyword(s):  
Human Resource ◽  
Business Strategies ◽  
Technological Capabilities ◽  
Global Business

International Conference On Global Business Strategies for Sustainability (November 2-3, 2017)

2017 ◽  
Vol 9 (3) ◽  
pp. 130
Author(s):  
Editorial Board
Keyword(s):  
Human Resource ◽  
Business Strategies ◽  
Global Business ◽  
Sustainability Management ◽  
Business Sustainability ◽  
Turbulent Environments ◽  
Technology And Learning ◽  
Business Excellence ◽  
Management Technology ◽  
Functional Areas

Exchange of knowledge, ideas and issues related to Sustainable Strategies in area of Marketing, Finance, Human Resource Management, Operations and cross functional areas for Business Excellence globally in the context of business sustainability, management, technology and learning for individuals, organizations and society in turbulent environments..

Strategic human resource management and employees' intention to leave: testing the moderated mediation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Subhash C. Kundu ◽  
Archana Mor ◽  
Neha Gahlawat
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Business Strategy ◽  
Intention To Leave ◽  
Strategic Human Resource Management ◽  
Business Strategies ◽  
Innovation Strategy ◽  
Quality Enhancement ◽  
Content Type ◽  
The Relationship

PurposeThe purpose of this study is to examine the relationship between business strategies (i.e. cost reduction, quality enhancement and innovation strategy) and employees' intention to leave (ITL), through the mediating role of high-performance work system (HPWS). It also attempts to study variability in the relationship between business strategies, HPWS and employees' ITL on the basis of nature and ownership forms of the firms.Design/methodology/approachPrimary data based on 573 respondents from 192 organizations operating in India were analysed using structural equation modelling and conditional process modelling.FindingsThis study has revealed that HPWS mediates the relationship between business strategy (specifically innovation and quality-enhancement strategy) and employees' ITL. Findings further indicate that the mediated relationships between quality enhancement and innovation strategy, HPWS and ITL do not vary across nature and ownership forms of the firms.Practical implicationsIn context of dynamic business environments in developing countries, the findings provide some important insights in exploring the relevance of strategic human resource management in improving employees' behavioural intentions.Originality/valueBy applying a three dimensional business strategy system (innovation, quality and cost) and by exploring the relevance of several contextual factors, this study attempts to expand the focus of turnover research.

Using Telecommunications for Competitive Advantage—the Approach of the European Multinationals

1997 ◽  
Vol 8 (1) ◽  
pp. 43-48
Author(s):  
David Lewin
Keyword(s):  
Business Strategies ◽  
Global Business ◽  
Telecommunication Services ◽  
Data Services ◽  
Economic Climate ◽  
High Bandwidth ◽  
Changing Patterns ◽  
Technical Issues ◽  
Systems Requirements ◽  
Private Network

This paper looks at the business drivers facing European companies and the way these drivers are changing their use of telecommunications. The findings are based on Ovum’s European Telecommunications Users Panel. This consists of over 100 international and multinational companies providing information to Ovum five times a year on their changing use of telecommunications. The paper looks at trends from the telecommunications manager’s viewpoint. It identifies three main forces which affect him: the business strategies of his organisation which, with improvements in economic climate, are moving from cost cutting to global business expansion. the changing information systems requirements of his organisation, where the demand for high bandwidth data services is growing rapidly the changing patterns of supply of telecommunication services—in terms of products available, price and quality of supply. Here competition is changing the situation rapidly Overall the paper shows that the role of the telecommunications manager in Europe is changing. Up until now the telecommunications manager has dealt with the operational and technical issues involved in running a private network for his company. Now he is adopting more of a strategic, business oriented role in which he matches business and information system needs to the most effective telecommunications solutions, selected from a range of competing suppliers.

Managing Political Risk in Global Business: Beiersdorf 1914–1990

2012 ◽  
Vol 13 (1) ◽  
pp. 85-119 ◽  
Author(s):  
Geoffrey Jones ◽  
Christina Lubinski
Keyword(s):  
Twentieth Century ◽  
Risk Management ◽  
World War I ◽  
Host Country ◽  
Political Risk ◽  
Business Strategies ◽  
World War ◽  
Nazi Regime ◽  
Global Business ◽  
Care Company

This article is concerned with business strategies of political risk management during the twentieth century. It focuses especially on Beiersdorf, a pharmaceutical and skin care company in Germany. During World War I, the expropriation of its brands and trademarks revealed its vulnerability to political risk. Following the advent of the Nazi regime in 1933, the largely Jewish owned and managed company faced a uniquely challenging combination of home and host country political risk. This article reviews the company's responses to these adverse circumstances, challenging the prevailing literature that interprets so-called “cloaking” activities as one element of businesses' cooperation with the Nazis. We also depart from the previous literature in assessing the outcomes of the company's strategies after 1945 and examine the challenges and costs faced by the company in recovering the ownership of its brands. While the management of distance became much easier over the course of the twentieth century because of communications improvements, this article shows that the management of governments and political risk grew sharply.

scholarly journals The Role and Priorities of the Human Resource Management Function: Perspectives of HR Professionals, Line Managers, and Senior Executives

2018 ◽  
Vol 9 (2) ◽  
pp. 9
Author(s):  
Sunil Ramlall ◽  
Becky Melton
Keyword(s):  
Human Resource ◽  
Business Strategies ◽  
Senior Executives ◽  
Line Managers ◽  
Holistic View ◽  
Stakeholder Groups ◽  
Hr Practices ◽  
Management Function ◽  
Hr Function ◽  
Level Of Importance

How do HR professionals, Line Managers and non-HR Senior Executives view HR strategies? What are the main deliverables of HR activities as viewed by the different groups? What level of importance is placed on HR practices by the respective groups? What are the implications for the HR function? What gaps exist among the stakeholder groups of HR relating to the importance of HR? How can there be more synergy of HR practices among the stakeholder groups?Unlike previous research studies, this study examines a more holistic view of HR and the level of importance placed on the respective strategies. The findings not only identify the major accomplishments of HR and alignment to business strategies but also highlight several key areas in which there is a significant gap in emphasis and importance as viewed by different stakeholders.

Ergonomics Programs: A Case Study in Complexity

2009 ◽  
Vol 53 (16) ◽  
pp. 1038-1041
Author(s):  
Hal Hendrick
Keyword(s):  
One Health ◽  
Health And Safety ◽  
Business Strategies ◽  
Internal Variables ◽  
Global Business ◽  
Global Companies ◽  
Business Complexity

Global companies are more complex and variable than any combination of complexity models can describe or explain. The reality is that today's global companies must operate utilizing multiple business strategies at the same time, adjusting in response to increasing external and internal variables. According to Websters' World Dictionary, “complexity is that which is made up of many elaboratively interrelated or interconnected parts, so that much study or knowledge is needed to understand or operate it.” This case study describes how one health and safety ergonomics program operates within global business complexity.

The Oxford Handbook of International Business

2009 ◽  
Keyword(s):  
South America ◽  
Human Resource ◽  
International Business ◽  
Multinational Enterprises ◽  
Relevant Literature ◽  
Multinational Enterprise ◽  
Transitional Economies ◽  
Business Strategies ◽  
The Political ◽  
Business Systems

The Oxford Handbook of International Business contain articles by distinguished scholars in the field of international business. The authors are all authorities on their chosen topics and have been active as leaders in the Academy of International Business. Their articles survey and synthesize relevant literature of recent years. The book is split into five major sections, providing comprehensive coverage of the following areas: the history and theory of the multinational enterprise; the political and policy environment of international business; strategies of multinational enterprises; the financial areas of the multinational enterprise (marketing, finance and accounting, Human Resource Management [HRM], and innovation); and business systems in Asia, South America, and the transitional economies.

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