scholarly journals Network Perspective In The Internationalization Of Indonesian SMEs In The Era Of Indutrial Revolution 4.0

2021 ◽  
Vol 2 (4) ◽  
pp. 1073-1081
Author(s):  
Anni Yudiastuti ◽  
F. Danardana Murwani ◽  
Sudarmiatin ◽  
Agus Hermawan
Keyword(s):  
Human Resource Management ◽  
Human Resource ◽  
Production Management ◽  
Industrial Revolution ◽  
International Markets ◽  
Internationalization Process ◽  
Government Programs ◽  
Export Competitiveness ◽  
Internationalization Strategy

The level of globalization that goes hand in hand with the 4.0 industrial revolution demands the fighting power of companies both in large and small and medium scales to determine dynamic strategies in anticipating competition and expansion targets through international markets. SMEs in Indonesia as the spearhead and pillars of Indonesia's economic strength are also required to be able to improve their performance, especially in promoting their business on an international scale. Indonesian product SMEs for export competitiveness are mostly based on local wisdom-based products, therefore innovation is needed in developing products with local wisdom. Various obstacles faced by SMEs in managing their businesses, especially related to limitations in implementing production management activities, human resource management and marketing management. The solution to the various limitations that have become problems for SMEs in facing the internationalization process is to establish a network that involves various stakeholders. The networkQuality and integrated with the support of government programs will be able to support the competence and capabilities of SMEs in facing the internationalization process in the industrial revolution 4.0. This study examines the role of networks in enhancing the internationalization strategy of Indonesian SMEs.

scholarly journals The future and the role of human resource management in South Africa during the Fourth Industrial Revolution

2021 ◽  
Vol 19 ◽  
Author(s):  
Cecilia M. Schultz
Keyword(s):  
South Africa ◽  
Resource Management ◽  
Human Resource Management ◽  
South African ◽  
Human Resource ◽  
Industrial Revolution ◽  
Data Driven ◽  
Fourth Industrial Revolution ◽  
The Future

Orientation: The world of work is evolving at an alarming rate, and human resource (HR) practitioners need to familiarise themselves with the future of human resource management (HRM) in order to add value to their organisations.Research purpose: This article presents South African HR practitioners’ views about the future and the role of HRM in the Fourth Industrial Revolution (4IR) from a qualitative perspective.Motivation for the study: Human resource practitioners play a central role in the 4IR, but theories on how their role is enacted remain insufficient.Research approach/design and method: A qualitative survey design was used to study the views of 105 HR practitioners affiliated with the South African Board of People Practices. Three open-ended questions were sent to participants by means of a SurveyMonkey link. Deductive and inductive coding were used to thematically analyse the data.Main findings: The following themes were identified: technology-driven, data-driven, ethically driven, change driven, business-driven, human–machine collaboration and presilience.Practical/managerial implications: South African HR practitioners should be prepared for the future world of work. If these HR practitioners are not technology-driven, data-driven, ethically driven, change driven, business-driven, human–machine collaboration and presilient, they may have difficulty to add value to the organisation in the 4IR.Contribution/value-add: This study extends the body of knowledge about the future world of work and the role of HRM in South Africa by founding that HR practitioners must have presilience and respect ubuntu. The study also extends contemporary scholarship by using an open-ended qualitative review design to investigate the future of HRM in South Africa during the 4IR.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

Impact of Wage on Human Resource Management in Period of Crisis: The Case of Viet Nam Firm

2013 ◽  
Vol 03 (09) ◽  
pp. 16-25
Author(s):  
Nguyen Thi Lac Thu ◽  
Xiao Xiang
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Operational Performance ◽  
Viet Nam ◽  
Important Position ◽  
The Relationship ◽  
Working Efficiency

Human resource also known as an employee is the most important factor in the development of the organization. Therefore, the role of human resource management (HRM) in each organization also need excite employees realize their important position in the organization. Thus encourage their dedication in order to enhance operational performance of the organization. Besides that, the operation of HRM is also to create the balance between employee interest and organization’s interest. One of the important factors which the employees concern is wage. So, HRM and wage is related. The purpose of this research is to evaluate the relationship between the HRM and working efficiency based on the wage in a period of crisis in Viet Nam. Therefore, we selected Huong Giang’s travel company (HG Co) as objects to research on that relationship.

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