Cross-Cultural Competences in the New Economy

Cross-cultural knowledge management in the e-environment results from interactions with others from different cultures that require new understanding and interpretations. The authors find that few studies have been conducted to address the objective of identifying the competences that are needed to promote learning and information processing in the 21st century. The authors’ primary goal is to identify competences that will promote learning and information processing in global organizations. The chapter outlines a taxonomy of competences necessary for cross-cultural learning in the global e-environment based on Kolb’s Experiential Learning Theory.

Strategic and Organizational Considerations Related to an E-Learning Model

The aim of this chapter is to assess the impact of different organizational factors on the success of e-learning programs, in terms of both self-reported satisfaction and the level of learning. Hence, this study adds to the analysis of the efficacy of e-learning models from an organizational perspective by providing some useful insights, which may help to improve decision-making related to employee’s continuing education and satisfaction. This simulation, using a bivariate ordered probit model, shows that economic and indirect economic incentives play a key role in augmenting the level of both satisfaction and learning. This analysis also considers how efficacy of learning programs may thus improve by linking the human resources development policy with results obtained in e-learning courses.

Toward a Unifying Framework for Defining Internal Human Resource Flexibility

A flexible workforce is emerging as a critical success factor to counteract certain organizational rigidities and to guarantee organizational competitiveness in challenging environments .This chapter provides a review of the relevant definitions and classifications of human resource (HR) flexibility that have appeared during recent years. Furthermore, the chapter presents a definition of internal HR flexibility based on the resource-based view approach. From this perspective, HR flexibility is defined as a multidimensional concept. Specifically, this chapter assumes that employees are flexible when they show intrinsic flexibility (i.e. they can easily move between tasks and roles), modification flexibility (i.e. they alter their skills and/or behaviors to adapt to new circumstances), and relational flexibility (i.e. they participate in collaborative activities).

Leadership Talent Development in the New Economy

In this chapter, the authors analyze how it is possible to achieve the best results in the task of developing leaders. For this purpose, they first present as a starting point a framework based on strategic principles for managerial development which have to be assumed before taking action and, after which, they propose the operational means which allow to go beyond what has so far constituted the content of the organizational practices in this field. Intentions are as follows: reducing the level of complexity perceived about the concept itself and about its tools; including the most relevant managerial development contents; presenting an orderly, consistent process which can guide future interventions in this field. At present, and even though the authors think that the contribution made in this chapter will help introduce significant improvements in managerial development practices, there are still quite a few pending issues that will gradually have to be solved in order to make progress.

Competence-Based Profile to Characterize Successful Entrepreneurs

In this chapter, the authors list different points of view about entrepreneurship and entrepreneurs. For this, they take into account the relationship between an entrepreneur and his or her environment. Thus, the chapter identifies the main competences that characterize an entrepreneur distinguishing between innate and/or learned competencies.

The Role of Internal Communication in Commitment Management

The economic situation in the last few years has forced companies to adjust their workforces and reduce hierarchical levels. They have also had to undertake overhead cost and expense adjustment programmes, including salary freeze and the reduction of training budgets, amongst others; all of it within an environment where human capital has acquired special relevance. It has been shown that individuals represent enterprises’ main asset, the element that can generate sustainable competitive advantages over time. Power has changed hands; it no longer lies in the traditional means of production, but in knowledge. And knowledge resides in people. Knowledge and people are the new engines of economy. The management of individuals, which is nothing but the management of their intangibles and the need to attract and retain talent, becomes especially important in this context. Commitment management is one of the most effective policies to achieve this aim. Managers must implement policies to commit employees to not only retain them, but also encourage them to do their best. The best tool to achieve this necessary commitment is internal communication. This chapter aims to offer a conceptual reflection on commitment management and analyses the state of internal communication in Spanish companies. The purpose is to establish a link between the emphasis placed by companies on achieving their employees’ commitment and internal communication as a tool that can help to reach that goal.

The Importance of Psychological Contracts in Human Resource Management within the New Global Economy

Human resources are considered the company’s most valuable resource. For that reason, organizations require a Human Resource Management (HRM) that provides the adequate work force within the new global economy. The psychological contract includes solid agreements between company and its employees, beyond the written contract, specifying their contributions, expectations, beliefs, promises, and obligations between both parties. Their management requires the definition of the concept of psychological contract, the analysis of its main characteristics and contents; and the identification of its stages of development. Electronic Human Resource Management (e-HRM) introduces a way of implementing HRM strategies through Web-based tools, improving the psychological contract management. Information phase, Intranet, and internal electronic mail have an important role in socialization stage. The consolidation of psychological contract (maintenance phase) is favoured by Intranet, business-to-employees, internal electronic mail, database, videoconference, and groupware. Finally, in breach phase, intranet, electronic mail, database, videoconference, and groupware are important E-HRM.

E-Recruitment

E-recruitment, also known as online or Web-based recruitment, is little discussed in research from an organizational perspective. The aim of this chapter, therefore, is to analyze and discuss the process of e-recruitment, its key constituents, and organizing principles, based on the results of a qualitative study conducted in 2008-2009, together with data from industrial reports, articles from practitioner magazines, and in-depth interviews. The chapter provides a summary of e-recruitment properties and a composite matrix of the overall elements of e-recruitment organizing. E-recruitment is viewed as a case of virtual organizing, i.e. the organization of processes and activities, which, via technology and human agents, facilitate time- and space-independent interaction and collaboration. The chapter closes with a brief discussion of implications for HR managers and professionals and avenues for future research.

Ethics and Learning Organizations in the New Economy

In order to achieve this, CEOs and Human Resource (HR) policies should potentially contribute to knowledge development by creating authentic learning organizations. The authors propose in this study that learning improvements in organizations are not just a matter of techniques or aptitudes, but also a matter of feelings, attitudes, and, above all, of the moral habits of their members. The authors strongly suggest complementing currently established conceptions of knowledge management and organizational learning through an explicit inclusion of ethics and ethical learning in organizations.

Listening and Leadership

In this chapter, the authors will focus on three ideas: the connection between the company results and the leader’s listening skills; people as the firm’s most valuable resource; and therefore, internal communication as the key for success and full potential of the company. However, the survey concludes that internal communication is scarce and not always effective since one way communication seems to be the most common form of interaction, even though leaders know the importance and value of their human resources.