Leveraging Diversity for Competitive Advantage

2015 ◽  
pp. 275-298
Author(s):  
Claretha Hughes
Keyword(s):  
Career Development ◽  
Competitive Advantage ◽  
Career Advancement ◽  
Talent Development ◽  
Institutional Barriers ◽  
Strategic Plans ◽  
Development And Management

Competitive advantage is attained through talent development and management. Talented employees seek career advancement, change, and success. Organization leaders must integrate organization and career development into their strategic plans and can no longer exclude diverse individuals with talent nor diversity of thought. Key themes are revealed in this chapter to assist with elimination of institutional barriers that limit the success of diverse employees.

Leveraging Diversity for Competitive Advantage

2017 ◽  
pp. 87-112
Author(s):  
Claretha Hughes
Keyword(s):  
Career Development ◽  
Competitive Advantage ◽  
Career Advancement ◽  
Talent Development ◽  
Institutional Barriers ◽  
Strategic Plans ◽  
Development And Management

Competitive advantage is attained through talent development and management. Talented employees seek career advancement, change, and success. Organization leaders must integrate organization and career development into their strategic plans and can no longer exclude diverse individuals with talent nor diversity of thought. Key themes are revealed in this chapter to assist with elimination of institutional barriers that limit the success of diverse employees.

Applying Diversity-Intelligent Organizational Strategies for Competitive Advantage

2022 ◽  
pp. 796-824
Author(s):  
Claretha Hughes
Keyword(s):  
Competitive Advantage ◽  
Career Advancement ◽  
Talent Development ◽  
Organizational Strategies ◽  
Institutional Barriers ◽  
Executive Leaders ◽  
Strategic Plans

Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate all employees into their strategic plans and can no longer exclude talented, diverse individuals. Key diversity improvement themes are revealed in this chapter to help leaders focus on areas within the organization to apply diversity intelligent strategies and eliminate institutional barriers that limit the success of diverse employees. Sustaining competitive advantage requires dedicated efforts of executive leaders in organizations.

Applying Diversity-Intelligent Organizational Strategies for Competitive Advantage

2021 ◽  
pp. 335-371
Author(s):  
Claretha Hughes
Keyword(s):  
Competitive Advantage ◽  
Career Advancement ◽  
Talent Development ◽  
Organizational Strategies ◽  
Institutional Barriers ◽  
Executive Leaders ◽  
Strategic Plans

Competitive advantage is attained through talent development and leadership. Talented employees seek career advancement, change, and success. Organization leaders must integrate all employees into their strategic plans and can no longer exclude talented, diverse individuals. Key diversity improvement themes are revealed in this chapter to help leaders focus on areas within the organization to apply diversity intelligent strategies and eliminate institutional barriers that limit the success of diverse employees. Sustaining competitive advantage requires dedicated efforts of executive leaders in organizations.

scholarly journals Externally-imposed Institutional Barriers on Transnational Entrepreneurs: Lessons for the Iranian-Canadian Case

2021 ◽  
Author(s):  
Pouyan Tabasinejad
Keyword(s):  
Competitive Advantage ◽  
Country Of Origin ◽  
Financial System ◽  
The State ◽  
Institutional Barriers ◽  
Transnational Entrepreneurship ◽  
Transnational Entrepreneurs ◽  
Global Financial System ◽  
The Way

Scholars of transnational entrepreneurship have largely focused on the issue of institutional barriers within the country of origin (COO) context, asserting that transnational entrepreneurs (TEs) can overcome these barriers in a way that constitutes a competitive advantage. What has not been analyzed in the literature is the way in which institutional barriers that are imposed from outside of TE networks can affect TE behaviour and success. In this study, I will introduce the concept of externally imposed institutional barriers, using the example of Iranian TEs as a case study in which to understand this concept. By looking at three cases of Iranian TEs functioning within the context of Iran’s exclusion from the global financial system, this study will draw conclusions on the state of Iranian-Canadian TE activity and its implications for scholars, practitioners, and policymakers.

Talent Management Practices and Competitive Advantage

2021 ◽  
Vol 12 (5) ◽  
pp. 102-115
Author(s):  
Yazan Emnawer Al-Haraisa ◽  
*Noor Al-Ma'aitah ◽  
Khalaf Al-Tarawneh ◽  
Ahmad Abuzaid
Keyword(s):  
Competitive Advantage ◽  
Management Practices ◽  
Talent Development ◽  
Talent Management ◽  
Insurance Companies ◽  
Convenience Sample ◽  
Insurance Sector ◽  
Talent Retention ◽  
The Right ◽  
Selection Stage

This study investigated the role of talent management practices (talent discovery, talent development, and talent retention) on achieving a competitive advantage in Jordanian insurance companies. Data were collected via a questionnaire using a convenience sample consisting of 130 managers and their assistants. Using SPSS 21, a multiple regression analysis was conducted and found a positive effect for talent management (talent discovery, talent development, and talent retention) on competitive advantage, and the relative importance of dimensions was talent development, talent discovery, and talent retention, respectively. This study concluded the importance of talent management practices in Jordanian insurance sector, in particular in the selection stage for choosing the right people. Recommendations for future researches are also identified.

Capitalizing on Social Media for Career Development

2017 ◽  
Vol 19 (1) ◽  
pp. 11-15 ◽  
Author(s):  
Cam Escoffery ◽  
Melissa Kenzig ◽  
Christel Hyden ◽  
Kristen Hernandez
Keyword(s):  
Public Health ◽  
Social Media ◽  
Career Development ◽  
Career Advancement ◽  
Public Health Workforce ◽  
Learning Skills ◽  
The Public ◽  
Personal Profile ◽  
Job Opportunities ◽  
Effective Use

Social media is powerful and has effective tools for career advancement. Health promotion professionals at all stages of their career can employ social media to develop their profile, network with a range of colleagues, and learn about jobs and other career-enhancing opportunities. This article focuses on several social media resources, describes their key functions for career development, and offers strategies for effective use. Steps in using social media include creating a personal profile, sharing products such as newsletters or publications, and locating volunteer and job opportunities. Learning skills to use social media effectively is important to advancing careers and to the expansion of the public health workforce.

scholarly journals ROLE OF TALENT DEVELOPMENT IN ENHANCING INNOVATIONS IN INFORMATION TECHNOLOGY SECTOR: AN INVESTIGATIVE STUDY

2021 ◽  
pp. 30-40
Author(s):  
Dr. V. Tulasi Das ◽  
Mrs. R.V.Naga Sailaja
Keyword(s):  
Information Technology ◽  
Competitive Advantage ◽  
Economic System ◽  
Key Words ◽  
New Products ◽  
Talent Development ◽  
Economic Systems ◽  
Employee Perception ◽  
Technology Sector

The ability of entrepreneurs to produce new products is fundamental, because the organisational environment changes rapidly. Changes in socio-economic systems, changes in the expectations and needs and desires of customers, are challenges faced by organisations through new products or services as well. Innovations created by companies are the key to competitive advantage that determines the success of an organisation (Kuratko, 2015; Urbancova, 2012). Talent development is the driver of innovation. Therefore, current research focuses on to study the employee perception talent development impact on innovation. KEY WORDS: Strategy, Structure, Climate, Culture, Socio-Economic System.

scholarly journals Performance of Foreign Exchange Operation of Private Commercial Banks: A Case on Southeast Bank Limited

2017 ◽  
pp. 76-82
Keyword(s):  
Competitive Advantage ◽  
Foreign Exchange ◽  
Financial Services ◽  
Commercial Banks ◽  
Banking Sector ◽  
Daily Basis ◽  
Service Improvement ◽  
Exchange Performance ◽  
Strategic Plans ◽  
Exchange Operation

The banking sector is participating in many events on a daily basis. Conversely, the process of banking is become faster, simpler, and more universal all at the same time. They're constantly coming up with various ideas and products to meet customer demand. Banks and other financial services organizations all search for service improvement opportunities in order to gain a competitive advantage in the financial sector. As a result, every person has a banking procedure they should know about. In accordance with their goal, Southeast Bank Limited believes in building together towards tomorrow. To accomplish the goal of getting more customers, the bank demonstrates excellence in all stages while also fostering continual development. With this fast changing competitive climate, banks' strategic plans and networking will help them keep pace with the competition. The overall objective of this research had represented the foreign exchange performance of import, export and foreign remittance of Southeast Bank Limited. This paper examined about import, export and remittance performances have been analyzed and find out some problems relating to foreign exchange activities. Finally this research finished with some possible recommendation and concluding remark of the study.

scholarly journals Assessing the Impact of Cultural Intelligence on Sustainable Career Competitive Advantage for Students in College of Design

2019 ◽  
Vol 12 (1) ◽  
pp. 10 ◽  
Author(s):  
Jui-Che Tu ◽  
Xiu-Yue Zhang ◽  
Shu-Ping Chiu
Keyword(s):  
Career Development ◽  
Competitive Advantage ◽  
Design Education ◽  
Culturally Diverse ◽  
Cultural Intelligence ◽  
Two Dimensions ◽  
Three Dimensions ◽  
Demographic Differences ◽  
The Impact ◽  
Practical Implications

In culturally diverse career settings, some designers are performing more effectively than others. The competence and intelligence behind their performance are crucial to sustainable career development in the highly competitive and globalized design industry. We believe that cultural intelligence (or CQ as a shorthand label) is highly required in such cross-cultural design situations, and it could be trained and improved through design education. Therefore, to better prepare students in design colleges for sustainable career development, we extend and assess the CQ model in design education. We begin the study by determining the demographic differences of design students in terms of CQ, then clarify associations between CQ and competitive advantage. The results of variance analyses using both a t-test and ANOVA showed that education level had a significant effect on two dimensions of CQ (cognitive and motivational CQs), whereas gender, age, and design field did not have significant effects on any dimensions of CQ. Further, step-wise regression analyses demonstrated that three dimensions of CQ (motivational, metacognitive, and behavioral CQs) had significant impacts on competitive advantage. Based on these results, theoretical and practical implications, as well as suggestions for future studies, are further discussed.

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