scholarly journals Strategic Entrepreneurship: Integrating Entrepreneurial and Strategic Management Perspectives, a Case Study at Pesantren Tebuireng Jombang, East Java

2021 ◽  
Author(s):  
A Fakhri Arifyanto ◽  
Ubud Salim ◽  
Sudjatno . ◽  
Rofiaty .
Keyword(s):  
Strategic Management ◽  
Human Resources Management ◽  
Leadership Role ◽  
Religious Leader ◽  
Entrepreneurial Leadership ◽  
Strategic Entrepreneurship ◽  
Strategic Human Resources ◽  
Digital Era ◽  
Strategic Human Resources Management

This study examines Pesantren (Islamic boarding schools) as institutions of education and religion, especially during the global and digital era. A central question concerns how Pesantren position themselves as traditional religious schools or follow the process of modernization, for example by enhancing their curriculum and changing their governance. This depends on the management model and leadership applied by the kyai (religious leader) in Pesantren in response to the changing era. In general, the leadership of Pesantren still adopt a centralized and hierarchical pattern placing the kyai as their central figure. A kyai with charismatic attainment organizes the Pesantren using his skills and knowledge. Research on the role of entrepreneurial and strategic leadership of kyais in Pesantren has been fragmented. This paper therefore examines the significance of the entrepreneurial leadership role of Kyai Salahudin Wahid in cultivating the transformational and entrepreneurial leadership spirit of Pesantren Tebuireng Jombang. The conceptual framework is focused on the development of a strategic human resources management framework which is then extended into the context of Pesantren, entrepreneurial leadership, and a strategic management perspective. Keywords: Strategic Entrepreneurship, Entrepreneurial Leadership, Pesantren, Kyai

Trends and Issues in Strategic Human Resources Management

2020 ◽  
pp. 17-41
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

Trends and Issues in Strategic Human Resources Management

2022 ◽  
pp. 35-54
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

scholarly journals The Mediation Role of Organizational Commitment in the Relationship between Strategic Human Resources Management and Individual Performance

2021 ◽  
Vol 58 (1) ◽  
pp. 5737-5747
Author(s):  
Polat YÜCEKAYA, Rabia ÖZPEYNİRCİ
Keyword(s):  
Organizational Commitment ◽  
Human Resources ◽  
Human Resources Management ◽  
Individual Performance ◽  
Resources Management ◽  
Mediating Role ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
The Relationship

The aim of this research is to examine the mediating role of organizational commitment in the relationship between strategic human resource management and individual performance. For this purpose, data were collected from SME businesses operating in Aksaray through convenience sampling method in the period covering February-March 2019.  The questionnaire prepared to collect data consists of four parts. The first part of the questionnaire includes questions about the demographic characteristics of the survey participants. The second part of the questionnaire is about the strategic human resources management scale. In the second part of the questionnaire, a scale consisting of 9 statements, which was developed by Huselid (1995) and rearranged by Batram et al. (2007), was used. For the organizational commitment scale in the third part of the questionnaire, the scale consisting of 7 statements developed by Katsikea et al.  (2011) was used. For the individual performance scale in the last part of the questionnaire, a scale consisting of 6 statements developed by Green et al. (2006) was used. The collected data were analyzed with the help of SPSS and SmartPLS statistics program, and the data were analyzed by frequency, reliability analysis, confirmatory factor analysis and structural equation modeling. According to the results of this study, it was determined that organizational commitment has a full mediating role in the relationship between strategic human resources management and individual performance. As strategic human resources management increases the organizational commitment of the employees, it has been concluded that it also positively affects their individual performance.  

scholarly journals The Evolving Role of IT Departments in Digital Transformation

2018 ◽  
Vol 10 (10) ◽  
pp. 3706 ◽  
Author(s):  
Che-Chuan Hsu ◽  
Rua-Huan Tsaih ◽  
David Yen
Keyword(s):  
Information And Communication Technologies ◽  
Organizational Transformation ◽  
Dominant Role ◽  
Digital Transformation ◽  
Leadership Role ◽  
Digital Era ◽  
Information And Communication ◽  
It Departments ◽  
Role Of It

In the digital era, organizations are increasingly tasked with creating and utilizing new content, applications, and/or services through the use of advanced information and communication technologies (ICT) to sustain a competitive advantage. Indeed, sustainability is now an embedded and overarching feature of organizations’ strategic planning. Research has shown that information technology (IT) departments are vital to organizations’ digital transformation. However, the role of IT departments in non-ICT-oriented organizations undergoing digital transformation has yet to be explored. Our study reveals that although the IT departments of non-ICT-oriented organizations play an important and proactive role in the early stages of organizational transformation and a dominant role in developing ICT capabilities, they will be unable to assume a leadership role within the organizations after transformation is complete.

Strategic Human Resources Management in Nonprofit Organizations

2011 ◽  
Vol 31 (3) ◽  
pp. 248-269 ◽  
Author(s):  
Chao Guo ◽  
William A. Brown ◽  
Robert F. Ashcraft ◽  
Carlton F. Yoshioka ◽  
Hsiang-Kai Dennis Dong
Keyword(s):  
Human Resources ◽  
Nonprofit Organizations ◽  
Human Resources Management ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management

scholarly journals A Conceptual Review On Strategic Human Resources Management And Planning In Non Profit Motive Organization

2018 ◽  
Vol 1 (1) ◽  
pp. 18-26
Author(s):  
Gyanendra Bikram Shah
Keyword(s):  
Nonprofit Organizations ◽  
Human Resources Management ◽  
Board Members ◽  
Profit Motive ◽  
Non Profit ◽  
Knowledge And Skills ◽  
Resources Management ◽  
Strategic Human Resources ◽  
Strategic Human Resources Management ◽  
Effective Delivery

The nonprofit and public sectors are facing significant numbers of impending retirements from the traditionalists and baby boomers in their workforces. In an effort to retain the knowledge base of an agency or to better serve its clients, some organizations have developed creative ways to encourage retirement-eligible employees to remain on the job. Public and nonprofit organizations are driven by the knowledge and skills their employees possess. It is shortsighted for elected officials, board members, funders, executives, and other agency leaders to dismiss the importance of SHRM. As important, organizations must reinforce the importance of human capital and the contribution that knowledge management makes to the effective delivery of services.  

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