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..

Stakeholder perceptions on the risk factors, challenges and benefits of business sustainability practices in the Singapore construction industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chee Kwong Lau ◽  
Hexin Chen
Keyword(s):  
Risk Factors ◽  
Construction Industry ◽  
Design Methodology ◽  
Business Strategies ◽  
Business Risk ◽  
Content Type ◽  
Business Sustainability ◽  
Construction Firms ◽  
Sustainability Practices ◽  
Practical Implications

PurposeThis study examines the stakeholder perception of the sustainability risks, challenges and benefits arising from managing these risks in the Singapore construction industry.Design/methodology/approachA questionnaire consisting of 89 risk factors, challenges and benefits, was administered, with 216 responses received from various stakeholders. Regression analyses were used to estimate the relationships between sustainability and business risk factors, challenges and benefits associated with business sustainability practices.FindingsStakeholders recognise the importance of the emerging sustainability risk factors, and indeed rank these almost on a par with conventional business risk factors. The inherent business risks determine the nature of sustainability risk factors for construction firms, which in turn can affect their business risks and the performance and value creation of firms. However, most stakeholders, while acknowledging that business sustainability practices can provide benefits as well as posing challenges, do not believe that they can derive net benefits from such practices.Research limitations/implicationsThrough this perception study, there is an urgent need to turn the existing awareness of the importance of business sustainability (BS) practices into more consistent and solid actions among construction firms in Singapore.Practical implicationsThis study’s results imply construction firms to incorporate BS practices more systematically into their business strategies and operations, and to include sustainability risk factors alongside conventional business risks in their risk registers and risk management frameworks.Originality/valueThis study consolidates various variables and constructs of BS matters in the literature and practice into a meaningful framework for the management of BS in the construction industry.

Six Sigma in Human Resources

2017 ◽  
pp. 242-269
Author(s):  
Sushree Lekha Padhi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Six Sigma ◽  
Management Practices ◽  
Full Potential ◽  
Support Functions ◽  
Business Excellence ◽  
Customer Delight ◽  
Voice Of Customer

HR business partner, Business Excellence are some buzzwords in the industry nowadays. Profitability and efficiency are being driven through various strategic initiatives aligned to the vision of the organization. Customer satisfaction is now being replaced by customer delight. Organizations are taking steps ahead of voice of customer. The consumer insights are thoroughly analyzed and interpreted. Data analytics is not restricted to only finance and operation functions but are widely used across the support functions along with line functions. Human resource is now considered as an asset. Organizations are also trying to find out ways to capitalize the full potential of human asset. Various tools and methodologies are paving its way to bring efficient human resource management practices. Six Sigma is one of the tools, which is booming into the application space of Human Resource Management. Six Sigma is being considered as a business process and is helping the in shaping and improving their bottom line by designing and monitoring various activities to reduce the defects.

Six Sigma in Human Resources

2022 ◽  
pp. 867-890
Author(s):  
Sushree Lekha Padhi
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Six Sigma ◽  
Management Practices ◽  
Full Potential ◽  
Support Functions ◽  
Business Excellence ◽  
Customer Delight ◽  
Voice Of Customer

HR business partner, Business Excellence are some buzzwords in the industry nowadays. Profitability and efficiency are being driven through various strategic initiatives aligned to the vision of the organization. Customer satisfaction is now being replaced by customer delight. Organizations are taking steps ahead of voice of customer. The consumer insights are thoroughly analyzed and interpreted. Data analytics is not restricted to only finance and operation functions but are widely used across the support functions along with line functions. Human resource is now considered as an asset. Organizations are also trying to find out ways to capitalize the full potential of human asset. Various tools and methodologies are paving its way to bring efficient human resource management practices. Six Sigma is one of the tools, which is booming into the application space of Human Resource Management. Six Sigma is being considered as a business process and is helping the in shaping and improving their bottom line by designing and monitoring various activities to reduce the defects.

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.

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