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.  

Investigating the Impact of Research and Development Strategy on Firm Performance

2011 ◽  
Vol 495 ◽  
pp. 306-309 ◽  
Author(s):  
Panagiotis Trivellas
Keyword(s):  
Firm Performance ◽  
Research And Development ◽  
Competitive Advantage ◽  
Development Strategy ◽  
Dominant Role ◽  
External Environment ◽  
Business Environment ◽  
Organizational Size ◽  
Market Shares ◽  
The Impact

This paper examines the influence of Research and Development (R&D) strategy on firm performance controlling for external environment. In this turbulent era, several firms build their competitive advantage on their innovation competence investing on R&D. Drawing upon a sample of 248 firms located in Greece, a structured questionnaire was developed to measure R&D strategy, external environment (dynamism, complexity, munificence, technological) and firm performance (financial, market, innovation, growth and organizational). The importance of R&D strategy in explaining the variance of all performance dimensions is confirmed with innovation performance playing a dominant role. Results indicate that R&D strategy is the most crucial antecedent of firm performance, controlling for business environment. Among environmental dimensions, only dynamism exerts statistical significant relationships. Regarding organizational size, larger firms possess a competitive advantage in the market, enjoying dominant market shares, while smaller firms exhibit supremacy regarding their innovative behavior.

scholarly journals Between Sustainable and Temporary Competitive Advantages in the Unstable Business Environment

2020 ◽  
Vol 12 (21) ◽  
pp. 8832 ◽  
Author(s):  
Letycja Sołoducho-Pelc ◽  
Adam Sulich
Keyword(s):  
Competitive Advantage ◽  
Development Strategy ◽  
Inductive Inference ◽  
Research Question ◽  
Business Environment ◽  
Quantitative Model ◽  
Green Economy ◽  
Literature Study ◽  
Economic Sectors ◽  
Model Combining

Gaining a competitive advantage assumes that a company should build a unique position, but this concept is related to a relatively stable environment. However, it is difficult to predict the consequences of the enterprises’ changes, leading to changes both in the business and natural environment. Therefore, this study’s authors asked a research question: Is it possible to restore a balance between durability and variability of the organization in terms of strategy? The answer to such a question was drawn upon the literature review and survey research. This paper presents a qualitative and quantitative model of competitive advantage in a changing business environment. This article uses an inductive inference method supported by a literature study and a deduction method supported by statistical calculations, based on a survey conducted among 150 Polish companies in different economic sectors. As a result of the research methods, a dualistic competitive advantage model in a changing environment was proposed and discussed. The article’s aim was achieved in the model combining a sustainable (SCA) and temporary competitive advantage (TCA). Understanding the conditions for gaining competitive advantage allowed to formulate general conditions under which sustainable strategic management can be built to consider sustainability objectives and contribute to the green economy. This research has confirmed that building a competitive advantage in unstable conditions requires finding a balance between implementing the planned development strategy and using new opportunities.

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.

scholarly journals A STUDY OF THE PRACTICE OF THE LEARNING ORGANIZATION AND ITS RELATIONSHIP TO PERFORMANCE AMONG KENYAN COMMERCIAL BANKS

2012 ◽  
Vol 4 (1) ◽  
pp. 45-56
Author(s):  
Stephen N. M. Nzuve ◽  
Edith A. Omolo
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Learning Organization ◽  
Commercial Banks ◽  
Business Environment ◽  
Global Market ◽  
Learning Culture ◽  
Sustainable Competitive Advantage ◽  
Global Business ◽  
The Relationship

The objective of the study was to investigate the extent of the practice of the learning organization within the Kenyan commercial banks and determine the relationship between the aforementioned practice with organizational performance. The study adopted a descriptive survey design. It was a census survey comprising all the 43 banks licensed to operate in Kenya under the banking Act. The sample frame included all the commercial banks listed in the Central Bank of Kenya website. The 43 banks were further divided into 3 tiers based on profitability for the year 2008 as indicated in the Banking Survey 2009. Primary data was collected using a structured questionnaire while secondary data regarding organizational performance was obtained from the banking survey 2009. The data collected was analysed using descriptive statistics in terms of frequency and percentage tabulations, cross tabulations and Pearson’s correlation coefficient to determine the relationship between the practice of the learning organization and organizational performance. The study established that most Kenyan commercial banks had to a large extent adopted the following practices adopted by most organizations: development of information systems designed to inform and empower, formative accounting control, learning approach to strategy development, participative policy making, reward flexibility and supportive leadership. The practices least adopted were the ones involved in enabling structures, creating a learning climate and boundary workers as environmental scanners. Findings indicate that there is an inverse relationship between the practice of the learning organization and organizational performance. This would suggest that there are other factors that have to be taken into account to determine and explain this discrepancy, hence the need for further study. In conclusion, the study established that two thirds of the Kenyan banks had adopted the practices of the learning institution. The study also indicates that there is a tendency for Kenyan commercial banks to focus on certain aspects of the learning organization instead of seeing the whole picture and focusing on the organization as a dynamic entity. Interest in the learning organization has been stimulated by the need to attain sustainable competitive advantage The researcher recommends that the Kenyan commercial banks should embrace more systematic, definite and concrete steps towards adopting a learning culture, in order to survive the onslaught of competitive forces in the global market. The study suggests further investigation into whether the practices were adopted as part of a systematic strategy to develop the banks as learning organizations or whether they were simply adopted on an ad hoc basis for purposes of expediency and organizational survival. Key words: learning organization, organizational learning culture, performance indicators, sustainable competitive advantage, global business environment.

scholarly journals Human Capital Situation in Indian Pharmaceutical Sector

2019 ◽  
Vol 8 (3) ◽  
pp. 2980-2983
Keyword(s):  
Human Capital ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Capital Investment ◽  
Workforce Planning ◽  
Human Capital Investment ◽  
Development Program ◽  
Training And Development ◽  
A Company

In the global scenario, the companies are controlled by challenger, despite of industry. The highly aggressive market has made impression on the companies to have competitive advantage. The unique challenging edge is company’s human capital. The human capital play significant role in increasing organizational performance. Now organizations have to take moment to enhance their workforce by imparting training and development program to upgrade skills, talents and knowledge to make their human capital effective. It also examines on the mindset of the employees and gives high attainment in their workforce planning. An employee is most valued resource to a company and provides tangible base needed to build long-term profitability and continuous success. Hence the study determines the significance importance of human capital investment in Indian pharmaceutical sectors. The situation of current human capital investment are explore and conclusion drawn from the study

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 A Study of Competitive Advantage through Training and Development in Hospitality Industry with special reference to The Imperial, New Delhi

2021 ◽  
Vol 9 (2) ◽  
pp. 194-200
Author(s):  
Sakshi Madaan ◽  
Dr. Vinod Kumar Bhatnagar
Keyword(s):  
Competitive Advantage ◽  
Training Programs ◽  
Secondary Data ◽  
Sampling Technique ◽  
Training And Development ◽  
T Test ◽  
Primary Data ◽  
New Delhi ◽  
Key Factor ◽  
Respective Field

The Human resource is the key resource of any organization or institute contributing to the economic development of the organization. The employees are required to be effective and efficient in their respective field. To acquire such effectiveness and efficiency, it is the responsibility of the organization to educate and develop the required skills, knowledge and abilities of its employees, as training form a key factor in improving levels of organizational productivity. The focus of the research was to study the usefulness of training programs conducted by The Imperial, identifying the techniques of training being provided to the employees and giving recommendations for the future training programs so as to increase the competitive advantage to the organization. Primary and secondary data were used for collecting information. The primary data was put together with the help of a standardized questionnaire administered to 82 employees selected through simple convenience sampling technique. The questionnaire measured the responses of the employees’ pre and posts the training program on Likert scale to check the effectiveness of the training programs organized by the hotel. SPSS has been used and Individual Sample T test and Paired T test has been used to find the result which shows that the training and development programs organized by The Imperial is effective and there is no difference in the perceived quality of male and female respondents towards training and development of the hotel. Hence, The Imperial is recommended to provide training to the employees relevant to their jobs. In this way there is less consumption of cost, time and energy.

scholarly journals The Effect of Organizational Performance, Competitive Advantage on the Financial Sector of Chemical Manufacturing Industry in Banten Province

2020 ◽  
Vol 1 (4) ◽  
pp. 225-242
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variables ◽  
Manufacturing Industry ◽  
Industrial Revolution ◽  
Manufacturing Sector ◽  
Business Environment ◽  
Chemical Manufacturing

In the current dynamic business environment, the competition is getting stiffer and performance organizational becomes an issue, the characteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase their performance to be sustained. Competence and knowledge management as internal resources that refer to RBV are strengths that are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between a latent variables that have been hypothesized. This research focuses on the industrial chemical manufactur in Banten Province Indonesia which is become the province with the third-largest number of chemical firms in Indonesia. Regarding the central bureau statistics of Indonesia, the values of productivity, and human resources capability from the downstream chemical manufacturing sector below the target. This research using the SEM-PLS method to measure 97 respondents from the level supervisor and managerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizational performance. Competitive advantage also increases the relationship between competence and knowledge management through organizational performance. This result has implications for managerial levels to increase human resources performance so it can improve the firm competitive advantage.  

scholarly journals The Role of Information Systems Capabilities in Enhancing the Organizational Performance

2021 ◽  
Vol 3 (2) ◽  
pp. 303-328
Author(s):  
Laith Tashtoush
Keyword(s):  
Information Systems ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Structural Equation ◽  
Positive Impact ◽  
Business Environment ◽  
Equation Modeling ◽  
Department Heads ◽  
Study Results

The literature supports that information systems improve the effective performance of any organization and gain a competitive advantage for their success in the business environment. Therefore, the scholars should do more studies that focus on how to enhance organizational performance to let corporations to sustain their competitive advantage. This study aims to empirically investigate the mediating role of competitive advantage with information systems capabilities and organizational performance among managers and department heads working in Jordanian industrial corporations. The study population consisted of all managers and department heads working in 20 Jordanian industrial corporations. The analysis of the data included the calculation of descriptive statistics as well as structural equation modeling, regression analysis, correlation analysis, and factor analysis. The study results showed that information systems capabilities, competitive advantage, and organizational performance were statistically significant. In addition, the result revealed that information system capabilities through competitive advantage influence organizational performance. The study model developed to provide the relationships of information systems capabilities through competitive advantage that can be used by Jordanian industrial corporations as evidence of a positive impact on organizational performance of managers and heads of departments in their corporations.

scholarly journals Implikasi Keunggulan Bersaing Terhadap Kinerja Organisasi Pada Sektor Industri Manufaktur Kimia Di Provinsi Banten

2020 ◽  
Vol 21 (2) ◽  
pp. 208-234
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variable ◽  
Industrial Revolution ◽  
Business Environment ◽  
Internal Resources ◽  
And Performance ◽  
The Relationship

In current dynamic business environment, the competition is getting stiffer and performance organizational becomes issue, the caracteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase the performance to be sustain. Competence and knowledge management as internal resources that reffer to RBV are strengths hat are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between latent variable that have been hypothesized. This research focus to the industrial chemical manufactur at Banten Province Indonesia which is become the province with the third largest number of chemical firms in Indonesia. Regarding to the central bureau statistics of Indonesia, the values of productivity and human resources capability from downstream chemical manufactur sector below the target. This research using SEM-PLS method to measure 97 respondents from the level supervisor and manajerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizatioan performance. Competitive advantage also increasse the relationship between competence and knowledge management through the organizational performance. This result has implication for managerial levels to increase human resources performance so it can improve the firm competitive advantage. 

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