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.

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.

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.

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.

“The resource-based paradigm – a special emphasis on work- force capital as a competitive strategy in businesses”

2020 ◽  
Vol 7 (9) ◽  
pp. 251-261
Author(s):  
Hima Parameswaran
Keyword(s):  
Statistical Analysis ◽  
Change Management ◽  
Competitive Advantage ◽  
Latent Variables ◽  
Work Force ◽  
Talent Management ◽  
Organizational Strategies ◽  
Gain Sharing ◽  
Qualitative Survey ◽  
Mixed Approach

It is a known fact that organizational strategies have created a competitive advantage of organizations. However, this competitiveness can be achieved only with the proper deployment of human, physical, and organizational resources. A study on the resource-based paradigm, specifically on human assets, explores the significance of human involvement and human investment perspective in enterprises. In view of that, a mixed approach, with a quantitative and qualitative survey was conducted in randomly selected manufacture industries in the UAE. The statistical analysis, with the help of SPSS 20 confirms the correlation between this model with its latent variables, talent management and change management, towards a strategic move. Moreover, the results prove that this RBV can enhance the mobility of various resources in the organization, maintain a culture, uphold gain-sharing, and boost network opportunities for the organizational and individual competencies.

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 Current Priorities in Campus Recreation: A Multi-Institutional Study of Strategic Plans

2019 ◽  
Vol 43 (1) ◽  
pp. 43-54
Author(s):  
Leeann M. Lower-Hoppe ◽  
Megan L. Parietti ◽  
W. Andrew Czekanski
Keyword(s):  
Strategic Planning ◽  
The United States ◽  
Assessment Model ◽  
Campus Recreation ◽  
Organizational Strategies ◽  
Public And Private ◽  
Industry Standards ◽  
Strategic Plans ◽  
Quality Programming ◽  
Goals And Objectives

Strategic planning is a proactive process of analyzing an organization to identify the organization’s values, mission, vision, goals, and objectives. Within campus recreation, research has focused on the processes of strategic planning, without examining the distinct organizational strategies of individual departments. The purpose of the study was to examine the content and structure of strategic plans within campus recreation and identify major priorities across institutions as a means to inform campus recreation practice. To achieve this aim, document analyses were conducted on campus recreation strategic plans of five large universities (public and private) across the United States for content and structure. The data were categorized by prominent strategic planning components outlined in Haines’s campus recreation assessment model, from which codes and themes emerged. A standard of excellence, service, and outcomes were identified as major priorities across institutions and strategic planning components. The results demonstrated an ineffective structure of goals and objectives, highlighting areas for improvement. Through empirical investigation, industry standards can be established to enhance quality programming in campus recreation.

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