Talent Management as a Part of Sustainable Human Resources Management

The development of knowledge society and the conception of human capital stimulated creation of a different view to human resources. The key factors of company success are not just material and financial sources; greater attention is given to talents. Human resources present most important strategic assets of a company. Employees that can be marked as “talents” have the greatest importance. Organizations receive talents differently, which is caused by different environments and conditions. Implementation of talent management in practice is not yet distinct, since there is a lack of process idea. The chapter focuses on an overview of the opinions of experts on talent management in literature, identification and evaluation of career building of employees in an industrial company in Slovakia, with suggestions on the application of a talent management model.

NAZI MILITARY ADMINISTRATION ON THE OCCUPIED NORTH CAUCASUS DURING 1942-1943: PLANS AND PRACTICES

The article presents the conceptual and practical dimensions of the Nazi military administration in the North Caucasus in 1942-1943. The issue’s relevance draws on the academic assumption on the “special” German policy in the annexed North Caucasus. The analysis of documentary material enabled reconstruction of some aspects of the German occupation policy before and during the battle for the Caucasus. Germany’s plans contained explicit contradictions. The clear goal to seize the Caucasus’s resources and geopolitical benefits coexisted with the idea of applying a brand new type of occupation strategy and propaganda to prevent the resistance of local ethnic groups prone to conventionally dismiss the state’s penetration of society. A set of documents and the expert opinions of some German military-political actors are the source of the concept of a “special” occupation policy, which is based on the idea of reviving traditional Caucasian institutions and the restrained use of military violence in national regions. It is argued that a significant gap has appeared between the theory and practice of the occupation policy. Germany failed to conquer the entire Caucasian region, establish the Reichskommissariat “Caucasus” and create an effective management system. The occupation policy did not correspond to the idea of implementing a “special” approach. In practice, the structure and functions of the military administration were reduced to the political support of economic exploitation. A system of economic services was deployed in the North Caucasus to extract strategic assets whilst the punitive authorities acted within the standard framework.

Japanese Banks' Mergers and Acquisitions: Competitive Advantage & Organizational Recovery through Strategic Relatedness and Resource Orientation

<p>In late 1990s, diversification was the name of the game for the Japanese banking sector. The problem in the Japanese financial system started on December, 29, 1998 with the burst of the bubble economy which resulted in Yen 75 trillion of non-performing loans among the financial sector. Simultaneously, Japanese policy makers as well as the banking institutions launched a massive restructuring, risutora drive. This study, exploratory and descriptive in nature is based on eight interviews conducted in Japan on the five Japanese mega-bank M&As. The motivations, strategic fit and resources that play a critical role towards providing a competitive advantage and organizational recovery for the Japanese mega-bank engaging in the M&A activity are presented in case study style, with a multi-cross case analysis. A conceptual model was derived from the literature, tested through this research and adapted in light of the Japanese bank M&A strategies. The results suggest that the Japanese mega-bank M&As act as a source of influencing a competitive advantage but also in tandem act as a support mechanism in 'pulling' the Japanese banking sector out of the crisis mode and thereby providing financial recovery to the system as a whole. The ranking in terms of deriving a competitive advantage among the banks is placed in the following order Bank 1, Bank 2, Bank 3, Bank 4 and Bank 5. More specifically, the competitive advantage can be derived in terms of complementarily relatedness among the combining bank strategic assets; i) markets, ii) products and services; and iii) resource traits, organizational resources including leadership style and corporate culture; and physical traits such as IT systems integration, which rose in terms of cutting costs by reducing unwanted resources. Simply put the integration level, strategic relatedness and the types of resources are classified as strategic inputs and the benefits acquired for a competitive advantage and organizational recovery are defined as strategic outputs. Secondly, the study maintains that with the change in traditional Japanese banking practises, the era of 2000 is defined by diversification i.e. M&A strategy adopted by Japanese banks in terms of strategic fit, and types of resource but also where the resources are derived from. In other words, the source of the resources where the resources are derived from i.e. combining, new and their uniqueness also acts as an imperative indicator for Japanese mega-bank M&As. Resources prominent among the Japanese mega-banks are i) keiretsu (client resources); ii) organizational (management and leadership; knowledge; culture; and human resources); iii) physical (IT systems; branch networks and other real estate assets); iv) strategic (markets and products and services) and v) financial (capital markets and cross-shareholding patterns among keiretsu and main bank affiliates). Thirdly, these banks display a unique quality - the 'dual role' that strategic relatedness traits not only act as a combination potential but also act as resources and vice versa. The motivations include government de-regulation; non-performing loans of banks; over-crowding in the banking industry; and size competitiveness and diversification; via capturing markets, increase in profitability; and aligning with the changing needs of the Japanese clients. The research also aims to bridge the gaps in Japanese banking literature by building our understanding on how the Japanese banking sector has distanced itself from the traditional banking culture since the de-regulation wave instigated in Japan in mid to late 1990s. While there has been change in terms of financial cross-shareholdings, the traditional ties in terms of sharing strategic resources continues, introducing out-side directors, breaking away gradually from the amakudari systems and the long term employment and seniority based-wage system. The Japanese banking sector learnt from its mistakes and therefore, has not only been able to escape from the sluggish international banking environment of late but has also been able to diversify into cross-border investments and act as a learning source for the global financial institutions which has been in a state of perils since 2008, on the helms of sub-prime losses and failure of major investment banks.</p>

Japanese Banks' Mergers and Acquisitions: Competitive Advantage & Organizational Recovery through Strategic Relatedness and Resource Orientation

<p>In late 1990s, diversification was the name of the game for the Japanese banking sector. The problem in the Japanese financial system started on December, 29, 1998 with the burst of the bubble economy which resulted in Yen 75 trillion of non-performing loans among the financial sector. Simultaneously, Japanese policy makers as well as the banking institutions launched a massive restructuring, risutora drive. This study, exploratory and descriptive in nature is based on eight interviews conducted in Japan on the five Japanese mega-bank M&As. The motivations, strategic fit and resources that play a critical role towards providing a competitive advantage and organizational recovery for the Japanese mega-bank engaging in the M&A activity are presented in case study style, with a multi-cross case analysis. A conceptual model was derived from the literature, tested through this research and adapted in light of the Japanese bank M&A strategies. The results suggest that the Japanese mega-bank M&As act as a source of influencing a competitive advantage but also in tandem act as a support mechanism in 'pulling' the Japanese banking sector out of the crisis mode and thereby providing financial recovery to the system as a whole. The ranking in terms of deriving a competitive advantage among the banks is placed in the following order Bank 1, Bank 2, Bank 3, Bank 4 and Bank 5. More specifically, the competitive advantage can be derived in terms of complementarily relatedness among the combining bank strategic assets; i) markets, ii) products and services; and iii) resource traits, organizational resources including leadership style and corporate culture; and physical traits such as IT systems integration, which rose in terms of cutting costs by reducing unwanted resources. Simply put the integration level, strategic relatedness and the types of resources are classified as strategic inputs and the benefits acquired for a competitive advantage and organizational recovery are defined as strategic outputs. Secondly, the study maintains that with the change in traditional Japanese banking practises, the era of 2000 is defined by diversification i.e. M&A strategy adopted by Japanese banks in terms of strategic fit, and types of resource but also where the resources are derived from. In other words, the source of the resources where the resources are derived from i.e. combining, new and their uniqueness also acts as an imperative indicator for Japanese mega-bank M&As. Resources prominent among the Japanese mega-banks are i) keiretsu (client resources); ii) organizational (management and leadership; knowledge; culture; and human resources); iii) physical (IT systems; branch networks and other real estate assets); iv) strategic (markets and products and services) and v) financial (capital markets and cross-shareholding patterns among keiretsu and main bank affiliates). Thirdly, these banks display a unique quality - the 'dual role' that strategic relatedness traits not only act as a combination potential but also act as resources and vice versa. The motivations include government de-regulation; non-performing loans of banks; over-crowding in the banking industry; and size competitiveness and diversification; via capturing markets, increase in profitability; and aligning with the changing needs of the Japanese clients. The research also aims to bridge the gaps in Japanese banking literature by building our understanding on how the Japanese banking sector has distanced itself from the traditional banking culture since the de-regulation wave instigated in Japan in mid to late 1990s. While there has been change in terms of financial cross-shareholdings, the traditional ties in terms of sharing strategic resources continues, introducing out-side directors, breaking away gradually from the amakudari systems and the long term employment and seniority based-wage system. The Japanese banking sector learnt from its mistakes and therefore, has not only been able to escape from the sluggish international banking environment of late but has also been able to diversify into cross-border investments and act as a learning source for the global financial institutions which has been in a state of perils since 2008, on the helms of sub-prime losses and failure of major investment banks.</p>

Emerging Market Global Players: The Case of Brazil, China and South Africa

A remarkable proliferation in the number of non-financial emerging multinational enterprises (NFEMNEs) and their share in the aggregate outward foreign direct investment (OFDI), along with the complexity of their FDI activities, has been witnessed over the past decades. Consequently, considerable interest has been generated within and among countries regarding the implications of these relatively new significant emerging global players for a range of economic and policy issues. In order to understand the gaps in knowledge pertaining to their identities, activities and impacts, this article employs the results of our 2015 emerging markets global players (EMGP) reports to make logical and informed insinuations about the structure and profile of NFEMNEs originating from China, Brazil and South Africa, the largest emerging markets in Asia, Latin America and Africa. We also synthesise and compare the outcomes of the 2015 EMGP reports of these OFDI home countries. We find the existence of a pattern in the ranked top NFEMNEs, from each country, in terms of industry sectors, regionalism and national bias. Furthermore, we establish that the respective NFEMNEs participated in international markets to pursue larger markets, natural resources and strategic assets and were not crowded out of their domestic markets by inward FDI.

The Moderating Role of Institutional Quality in Developed Countries on the Strategic Asset Seeking (SAS) Inward FDI from China: A De-globalization Perspective

<p><b>Purpose</b> –This study investigates how institutional quality in developed markets moderate the relationship between the strategic assets (SAs) and the inward foreign direct investment (IFDI) coming from emerging markets (EM) firms. </p> <p> <b>Design/methodology/approach</b> – The authors build upon resource based theory and institutional theory to investigate the impacts of Institutional frameworks on the strategic asset seeking (SAS) IFDI from China in 31 developed countries (OECD) for a period from 2013-2018. A stepwise general linear regression is used to test the hypothesis. The study uses process macros to validate the moderation results obtained from regression modelling. We also conduct multiple robustness tests to ensure that the data is free from idiosyncrasies related to time series data.</p> <p><b>Findings</b> – The results demonstrate that the institutional quality in developed countries is not associated with inward FDI from China; however, it negatively moderates the relationship between SAs and IFDI. The results also indicate that IFDI from China is strongly associated with SAs and insignificantly associated with natural resource endowments in host countries. </p> <p><b>Practical Implications</b> – The study has managerial implications for EM firm’s SAS drive during the current wave of anti-globalization. </p> <p><b>Originality/value</b> – The role of institutional quality on IFDI disaggregated by the sectors of the economy is least understood in literature. Our study attempts to bridge this gap by bringing a cross sectional view of Institutional quality at various levels— while interacting with SAS IFDI, at a time, when the World is heading towards de-globalization. </p><br>

La Gestion des Ressources Humaines, Precision Terminologique et Apercu Historiques -Une Revue de Litterature

En consultant les recherches de nombreux spécialistes en sciences de gestion, il a été constaté, au fil des années, une valorisation sans cesse grandissante pour les ressources humaines (RH) en entreprise. Non seulement le rôle et l’importance de ces RH a changé, mais elles sont devenues des actifs stratégiques. Ce qui accorde, encore plus d'importance aux RH et à la GRH. Longtemps regardée comme une activité de support aux autres fonctions de l’entreprise, la GRH représente maintenant un outil stratégique qui permet à toute entreprise de se démarquer de ses concurrents. L’évolution des mentalités, le développement technologique ainsi que les erreurs du passé ont permis à la GRH de devenir un domaine extrêmement important dans les organisations. D'ailleurs, depuis quelques années, les pionniers de la discipline de GRH semblent de plus en plus s'accorder pour affirmer que la GRH constitue désormais un élément essentiel dans l'atteinte des principaux objectifs organisationnels. La GRH a intéressé, depuis quelques années, les débats scientifiques en sciences de gestion. Elle reste une discipline relativement jeune parmi les différentes branches de la gestion. Afin de comprendre davantage les théories et les pratiques actuelles concernant la GRH, il est intéressant de définir les principaux concepts et de se pencher sur les grandes phases de son histoire. Afin d’apporter une vision objective, claire et synthétique, on s’est appuyé sur sur une revue de la littérature structurée et approfondie et ce en consultant les principaux ouvrages, publications scientifiques, rapports, thèses et magazines spécialisés dans le domaine. By consulting the research of numerous specialists in management sciences, it has been observed, over the years, an ever-increasing value for human resources in companies. Not only has the role and importance of human resources changed, but they have become strategic assets. This gives even more importance to human resources and HRM. Long regarded as a support activity for other business functions, Human Resources Management (HRM) now represents a strategic tool that allows any business to stand out from its competitors. Changing mentalities, technological advancements, as well as mistakes of the past, have allowed HRM to become an extremely important area in organizations. Moreover, in recent years, the pioneers of the discipline of HRM seem more and more to agree that HRM is now an essential element in achieving the main organizational objectives. For several years now, HRM has been of interest in scientific debates in management sciences. It remains a relatively young discipline among the different branches of management. In order to better understand the theories and current practices concerning HRM, it is interesting to define the main concepts and to look at the main phases of its history. In order to provide an objective, clear and synthetic vision, we relied on a structured and in-depth literature review by consulting the main books, scientific publications, reports, theses, and magazines specializing in the field.

The Moderating Role of Institutional Quality in Developed Countries on the Strategic Asset Seeking (SAS) Inward FDI from China: A De-globalization Perspective

<p><b>Purpose</b> –This study investigates how institutional quality in developed markets moderate the relationship between the strategic assets (SAs) and the inward foreign direct investment (IFDI) coming from emerging markets (EM) firms. </p> <p> <b>Design/methodology/approach</b> – The authors build upon resource based theory and institutional theory to investigate the impacts of Institutional frameworks on the strategic asset seeking (SAS) IFDI from China in 31 developed countries (OECD) for a period from 2013-2018. A stepwise general linear regression is used to test the hypothesis. The study uses process macros to validate the moderation results obtained from regression modelling. We also conduct multiple robustness tests to ensure that the data is free from idiosyncrasies related to time series data.</p> <p><b>Findings</b> – The results demonstrate that the institutional quality in developed countries is not associated with inward FDI from China; however, it negatively moderates the relationship between SAs and IFDI. The results also indicate that IFDI from China is strongly associated with SAs and insignificantly associated with natural resource endowments in host countries. </p> <p><b>Practical Implications</b> – The study has managerial implications for EM firm’s SAS drive during the current wave of anti-globalization. </p> <p><b>Originality/value</b> – The role of institutional quality on IFDI disaggregated by the sectors of the economy is least understood in literature. Our study attempts to bridge this gap by bringing a cross sectional view of Institutional quality at various levels— while interacting with SAS IFDI, at a time, when the World is heading towards de-globalization. </p><br>

Counterhegemonic Mobilization and the Popularity of Backlash in Jujuy, Argentina

The dismantling of the Tupac Amaru Neighborhood Organization in Jujuy, Argentina, a major provider of jobs and services, generated limited resistance even among people who had benefited from it. Exploration of the role of counterhegemonic challenges in this process through ethnographic fieldwork, interviews with activists and scholars, newspaper archives, and social movement materials shows that the organization purposefully increased the visibility of stigmatized segments of Jujuy society, defying official narratives about the province. This strategy allowed the organization to recruit members and raise its national profile but also engendered the unified opposition of local elites, which used their control of strategic assets to turn public opinion against activists, portraying them as violent, corrupt, and above all foreign. El desmantelamiento de la Organización vecinal Túpac Amaru en Jujuy, Argentina, un importante proveedor de empleos y servicios, generó una resistencia limitada incluso entre las personas que se habían beneficiado de ella. Una exploración de trabajo de campo etnográfico en torno al papel que jugaron los desafíos contrahegemónicos en este proceso, así como entrevistas con activistas y académicos, y consulta de materiales hemerotécnicos y de movimientos sociales muestra que la organización aumentó deliberadamente la visibilidad de segmentos estigmatizados de la sociedad jujeña, desafiando las narrativas oficiales sobre la provincia. Esta estrategia permitió a la organización reclutar miembros y elevar su perfil nacional, pero también engendró la oposición unificada de las élites locales, que utilizaron su control de activos estratégicos para volver a la opinión pública en contra de los activistas, presentándolos como violentos, corruptos y, sobre todo, foráneos.