scholarly journals HUMAN CAPITAL HETEROGENEITY AND ORGANIZATIONAL PERFORMANCE ANALYSIS: AN EMPIRICAL STUDY ABOUT INTERNATIONAL HOTEL CHAINS IN TURKEY

2012 ◽  
Vol 2 (1) ◽  
pp. 13-20
Author(s):  
Ali Halici ◽  
Ramazan Aktaş ◽  
Murat Kasimoglu ◽  
Ahu Genis Gruber
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Service Sector ◽  
Business Environment ◽  
Team Work ◽  
Organizational Capabilities ◽  
Business Strategies ◽  
Workforce Diversity ◽  
Hotel Chains

Today, workforce diversity is not only a legal requirement for organizations, but it is also a must to survive in a highly competitive business environment. The prime motive for this study is to investigate the relationship between workforce diversity and perception of discrimination. The basic hypothesis of the study is that as the workforce diversity increases, the perception of discrimination decreases. In order to test the hypothesis, a survey is carried out international hotel chains in Istanbul. There are 19 international hotel chains in Turkey. In this study research is designed to understand human capital heterogeneity pattern of international chains of hotel industry and how this contribute organizational culture strategically that help to manage organizational performance much more efficiently with cross sectional data. Globalization of markets, changing demographics in the labor market, new business strategies requiring team work and the shift from a manufacturing to a service economy are the prime reasons for human capital heterogeneity (HCH). HCH improves the organizational capabilities in terms of flexibility, creativity, problem solving and competitive advantage. Especially in the service sector, in order to gain competitive advantage, organizations need a diverse workforce for both understanding the diverse needs of customers and answering to these needs in a prompt and proper way.

scholarly journals The determinants of strategic innovation-driven competitiveness of mining companies

2021 ◽  
Vol 303 ◽  
pp. 01061
Author(s):  
Yuliia Lazarenko ◽  
Olga Garafonova ◽  
Vyktoriia Marhasova ◽  
Svetlana Grigashkina
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Mining Industry ◽  
Analytical Framework ◽  
Business Environment ◽  
Organizational Capabilities ◽  
Sustainable Competitive Advantage ◽  
Factors Affecting ◽  
Mining Companies ◽  
Strategic Innovation

The paper is intended to examine the main determinants of the strategic innovation-driven competitiveness of a company that operates in the mining sector. Based on the literature review and industry analysis reports, it is shown that mining companies need to develop specific capabilities in order to devise and implement appropriate innovation-driven strategies and achieve sustainable competitive advantage. As a result of the study, using a system approach a descriptive overview of the main factors affecting the strategic innovation-driven competitiveness according to the specific features of the mining industry is presented. From a practical perspective, the paper provides an analytical framework for the identification of the core organizational capabilities and managerial aspects on which attention should be especially focused in order to gain and hold a strategic competitive advantage and enhance the organizational performance of mining enterprises in the modern business environment.

PENGELOLAAN MODAL MANUSIA DALAM KAITANNYA DENGAN MANAJEMEN KINERJA

2018 ◽  
Vol 6 (1) ◽  
Author(s):  
Amanda Setiorini,MM.
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Performance Management ◽  
Human Resource ◽  
Business Environment ◽  
Business Organization

Globalization changes the business environment, which demands change from every business organization involved, to succeed in the new environment. For that purpose, human resource management needs to be directed to the development of human capital, which assumes employees as assets, not costs, for the company. The implication is that management needs to recognize each of its employees in order to maximize their potential and manage it to be a competitive advantage. This is where performance management plays a very important role.

scholarly journals Training and Development Strategy and Its Role in Organizational Performance

2011 ◽  
Vol 1 (2) ◽  
pp. 42 ◽  
Author(s):  
Brig(Retd) Abdus Sattar Niazi
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Development Strategy ◽  
Learning Organizations ◽  
Training Programs ◽  
Business Environment ◽  
Training And Development ◽  
Global Level ◽  
Value Addition

In the FMCG industry at global level, the business environment has changed with intense pressure on organizations, to become ‘Learning Organizations’  and stay ahead of their competitions by bringing innovation/reinvention in training and development strategy while emphasizing on planning, designing, implementing and evaluating the training programs. Carry out an analysis that the objective of training and development is to create learning organizations which ensure that employees through value addition can effectively perform their jobs, gain competitive advantage and seek self growth: this measurable performance resulting from good training and development, shall enhance organizational performance.  

scholarly journals Peran Human Capital, Corporate Value dan Good Corporate Governance melalui Kinerja Karyawan terhadap Kinerja Perusahaan di PTPN VII Lampung

2014 ◽  
Vol 9 (2) ◽  
pp. 131-139
Author(s):  
Husen Sutisna ◽  
Aida Vitayala S. Hubeis ◽  
Muhammad Syamsun
Keyword(s):  
Corporate Governance ◽  
Human Capital ◽  
Human Resource Development ◽  
Employee Performance ◽  
Sampling Technique ◽  
Business Environment ◽  
Business Strategies ◽  
Equation Modeling ◽  
Corporate Values ◽  
Good Corporate Governance

Changes in business environment lead various companies to continue to strive to improve their business strategies in order to survive and have a competitive advantage. The peak changes occurred with the coming of business era in the era of information and science. In this era, business strategies that are considered suitable, among others, the application of human resource development system based on human capital and company management based on corporate values and good corporate governance (GCG). PTPN VII as state-owned enterprise in agribusiness has tried to implement the system. This study aimed to examine the relationship between human capital, corporate values ​​and GCG and their relation to the performances of the employees and the company. The population of this research as many as 400 people consisted of the employees of PTPN VII head office, but the number of the samples set  was 120 respondents. The sampling technique used was non-probability sampling with quota sampling technique. The methods of processing and analyzing the data was structural equation modeling analysis-partial least squares (SEM-PLS),  and the data processing used software smartPLS. The results indicated that the implementation of human capital by the company contributed positively to the increase of the employee performance. The implementation and internalization of corporate values ​​to the employees positively contributed to the improvement of the employee performance. The increased employee performance  played a positive role in improving the company performance. The implementation of corporate governance principles could improve the performance of the company, but did not play a great role in improving employee performance

Managing Intercultural Service Encounters

2014 ◽  
pp. 1249-1264
Author(s):  
Suvenus Sophonsiri ◽  
G. Barry O’Mahony
Keyword(s):  
Service Delivery ◽  
Competitive Advantage ◽  
Service Sector ◽  
Business Environment ◽  
Cross Cultural ◽  
Service Encounters ◽  
Cultural Training ◽  
International Service ◽  
Cross Cultural Training ◽  
Service Standards

Global service sector growth and the contracting out of services have produced a complex business environment that has major challenges for corporate success. Nowhere is this more evident than in intercultural service encounters where the delivery of service standards has become integral to developing a competitive advantage and inducing customer loyalty. This chapter identifies the various aspects of service delivery that are significantly influenced by culture. The chapter explains the dimensions of culture that have been found by cross-cultural researchers to be essential to service delivery success and describes how cross cultural training can be used effectively in the international service sector.

Network activities as critical sources of creating capability and competitive advantage

2019 ◽  
Vol 58 (3) ◽  
pp. 544-568 ◽  
Author(s):  
Chih-Hsing Liu ◽  
Angela Ya-Ping Chang ◽  
Yen-Po Fang
Keyword(s):  
Social Capital ◽  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Innovation Capability ◽  
Content Type ◽  
Political Ties ◽  
Depth Analysis ◽  
The Relationship ◽  
Business Ties

Purpose The purpose of this paper is to propose a new integrated model that combines the concepts of network ties (e.g. political ties and business ties), the organization of internal critical attributes (such as social capital, human capital and innovation capability) and analyses of how those critical attributes influence organization performance and competitive advantage. Design/methodology/approach A structural equation model and three-way interactions in moderated multiple regressions was used to test the hypotheses on a sample of 621 cultural and creative industry (CCI) managers in Taiwan. Findings The results indicate that human capital mediates the relationship between social capital and innovation capability. Furthermore, innovation capability also plays a mediating role in connecting the relationships between human capital, competitive advantage and organizational performance. The findings indicate that business ties strengthen the relationship between social and human capital. The level of human capital is at its peak when social capital, business ties, and political ties considerably interact with one another. Research limitations/implications The present study conceptualized the topic and systematized the questionnaire design and data collection, statistical analysis, and report writing. This study performs a systematic analysis to present the research but does not employ in-depth qualitative interviews to analyse the essential attributes of the different entrepreneurial styles. In-depth interviews enable the interviewees to completely depict their feelings, experiences, motivations, emotions and attitudes. Thus, this method can provide an in-depth analysis. Studies can be conducted to analyse the complexity of the processes involved. Practical implications This study determines and emphasizes that networking with various factors to create innovation is the key to enhancing competitive advantage and organizational performance. Innovation is a unique characteristic and a basic kinetic energy that affects various strategic organizational behaviours that positively influence competitive advantage and facilitate organizational performance. Hence, CCI firms need to consider market orientation and innovation in this highly competitive environment. Originality/value To the best of the knowledge, how CCI firms use networking sources to create competitive advantage and organizational performance, thereby promoting the development of the CCIs of Taiwan, has not been analysed in the tourism-related literature. Thus, the present study provides a significant contribution to the human capital literature, in which empirical research analyses the three-way interaction and demonstrates the empirical insights that may be used to study human capital. The findings reported in this study will encourage future researchers to employ multilevel human capital perspectives.

ANTECEDENTS TO THE IMPLEMENTATION OF HYBRID STRATEGY IN A DYNAMIC BUSINESS ENVIRONMENT — AN ECONOMETRIC ANALYSIS OF BUSINESS DECISIONS IN GHANA

2016 ◽  
Vol 21 (04) ◽  
pp. 1650025
Author(s):  
AHMED AGYAPONG ◽  
KOFI AMANOR ◽  
KOFI POKU
Keyword(s):  
Competitive Advantage ◽  
High Growth ◽  
Business Environment ◽  
Manufacturing Firms ◽  
Organizational Capabilities ◽  
Business Decisions ◽  
Hybrid Strategy ◽  
Logit Regression ◽  
Specific Factors ◽  
Logit Regression Model

This study examines conditions that necessitate the adoption of a hybrid strategy in a dynamic market. The analysis is operationalized on a multisectorial sample of 610 firms in Ghana. The binomial logit regression model was estimated to examine the probability of the sampled firms to adopt hybrid strategy based on an array of competitive-based and firm-specific variables. The results show that generally, firms with superior firm performance, high organizational capabilities in marketing and innovation, strong positions in the implementation of single strategies, low industrial competitiveness and high growth in firm size are more likely to adopt a hybrid strategy to increase competitive advantage. However, we also observed that conditions are not homogenous across industries. We conclude that manufacturing firms apply competitive-based criteria rather than firm-specific factors in their decision to adopt hybrid strategies.

scholarly journals Meningkatkan Produktivitas Industri Kecil Menengah Kota Batam Melalui Kompetensi Inti dan Daya Saing

2018 ◽  
Vol 5 (2) ◽  
pp. 230-247
Author(s):  
Yuddy Giovanna Priscilla
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Core Competencies ◽  
Shared Vision ◽  
Organizational Capabilities ◽  
Company Performance ◽  
Organizational Resources ◽  
Organizational Capability ◽  
The Impact

The purpose of this study is to measure the influence of core competencies consisting of organizational resources (shared vision, cooperation and empowerment) and organizational capabilities (knowledge management capabilities and dynamic capabilities) on the company's performance through competitive advantage in Small and Medium Industries in Batam to be able to face competition business is getting tighter due to the impact of the Asean Economic Community (AEC). The sample was taken from 105 top-level management as owners or managers of 105 Small and Medium Industries companies that have characteristics in accordance with Law No. 3 of 2014 concerning the regulation of small and medium industries using Purposive Sampling method. This study uses a comparative causal approach. The results of this study indicate that organizational resources have no significant effect on competitive advantage, but organizational resources have a significant impact on company performance. While the ability of the organization, by using the mediating role of competitive advantage has a significant effect on the performance of the company, but the ability of the organization does not have a significant direct effect on the company's performance. And for the mediation itself (competitive advantage) has a significant influence on the dependent variable (organizational performance).   Keywords: Core Competence; Competitive Advantage;Organizational Resources; Organizational Capability; Organizational Performance

scholarly journals The Effects of Human Capital Development on Organizational Performance

2019 ◽  
Vol 7 (01) ◽  
Author(s):  
Dr. Cross Ogohi Daniel
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Research Work ◽  
Organisational Performance ◽  
Capital Management ◽  
Human Capital Management ◽  
Human Capital Development ◽  
Modern Business ◽  
Capital Development

the aim of this research work is to highpoint all the effects of human capital development on organisational performance in Trustfund Pension Limited. Modern business nature is in the state of disorder, where competition is very high. Organizations that neglect change may be required to change from existence to non-existence, therefore survival is the solution. To live, companies must uncover all available capital that can bring about competitive advantage. To create a competitive advantage, it is essential that firms truly influence on the workforce as a competitive weapon. Precisely, the study aimed to carry out the following objectives: to establish the relationship between Human capital management and organizational performance, to highlight the needs for human capital development for improved organizational performance. The study had a population size of 152, out of which a sample size of 110 was realized using Taro Yamane formula at 5% error to tolerance and 95 % level of confidence. Instrument used for data collection was primarily questionnaire. The total numbers of 110 copies of the questionnaire were distributed while 80 copies were returned. The descriptive research design was adopted for the study. Two hypotheses were tested using Pearson’s moment correlation coefficient. The findings suggest that there was significant relationship between human capital management and organisational performance. The necessity for human capital development include teaching the skills and knowledge requires in new staff, upgrading the skills and knowledge of old employees, meeting the challenges of technological innovation acquiring the skills required in the competitive market and enhancing human capital resourcefulness. The study recommends that Human resource manage should ensure that proper identification, determination and assessment of human capital needs in the organization                                         

Human capital, service innovation advantage, and business performance

2016 ◽  
Vol 36 (9) ◽  
pp. 974-994 ◽  
Author(s):  
Daniel I. Prajogo ◽  
Adegoke Oke
Keyword(s):  
Human Capital ◽  
Business Performance ◽  
Service Sector ◽  
Service Innovation ◽  
Mail Survey ◽  
Business Environment ◽  
Service Firms ◽  
Firm Level ◽  
Cross Sectional ◽  
Content Type

Purpose The purpose of this paper is to examine the effect of human capital (HC) on service innovation advantage (SIA) and business performance (BP) in service sector firms, and how external environmental factors influence these relationships. Design/methodology/approach This study utilized a cross-sectional mail survey of a random sample of Australian service firms with the unit of analysis being at the firm level. In total, 228 usable responses were received. Findings The overall findings of this study show that HC is positively related to the creation of value or SIA which in turn results in rent generation for firms. The results further show that the effect of SIA on BP is influenced by environmental dynamism and competitiveness with dynamic environments enhancing the effect while competitive environments weakening it. Research limitations/implications The findings demonstrate the complementarity between the resource based theory and contingency theory as they clearly shows that the value of innovation as a firm’s capability is enhanced or weakened within a business environment that is more dynamic or competitive. Practical implications The findings demonstrate the importance of HC, and, thus, encourage managers to seek ways to harness and leverage HC for improving innovation and BP. In addition, the study also helps managers to understand the contingency effect of business environment on the effectiveness of innovation, hence, helping them in deliberating firms’ strategy in different business environments. Originality/value To the best of the authors’ knowledge, this is the first study which examines the effectiveness of HC as organizational resource for building SIA as a source of organizational competitive advantage.

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