Cooperation as a Core Component of Intercultural Competence

2016 ◽  
pp. 84-107
Author(s):  
Ewa Matuska ◽  
Alina Landowska
Keyword(s):  
Intercultural Competence ◽  
Human Resources Management ◽  
Work Place ◽  
Core Component ◽  
Economic Implications ◽  
Business Units ◽  
Strategic Human Resources ◽  
Intercultural Competency ◽  
Strategic Human Resources Management ◽  
Multidisciplinary Perspective

Assuming the meaning of intercultural competency is a crucial issue in multicultural societies and within business units as results of globalization, this chapter analyses cooperative attitude as a core component of intercultural competence. First, the chapter explains such terms as intercultural competence, cooperation, and culture, as well as the diffusion of cultures. Cooperation as a social value in strategic human resources management is also considered. Secondly, factors shaping cooperation (divided into two groups: cultural and biological) are discussed from a multidisciplinary perspective. Finally, the neuroeconomic dimension of cooperation is discussed with its subsequent socio-economic implications. The chapter concludes with recommendations regarding human choices resulting from individual ontogenetic processes (including cultural differences, genetic differences, and neural differences) and concludes on cooperative attitudes that are most likely culturally and biologically dependent, and which become a part of intercultural competence desired in a multicultural society and at the work place.

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.  

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.

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