290 research outputs found
Strategic inertia vs strategic change: the role of human capital in Fiat's turnaround pathway
No full textIncreasingly dynamic, complex and unpredictable economic circumstances require continuous and sys- tematic re-evaluations of business strategies and plans and coherent and effective strategy implementa- tion. Adopting the Resource Based View theoretical framework this chapter is aimed at shedding light on the role of human capital in the strategic change process. Specifically, by adopting the case study methodology the chapter points out the relevance and critical nature of human capital in the complex process that has driven Fiat’s competitive and financial turnaround since 2008. Through the lens of Fiat’s case, the article contributes both from an academic and a practitioner point of view, to shed light on the relevance of human capital in organizational attitude change, strategy formulation, choices implementa- tion, and more in general, in Fiat’s business model re-definition. The chapter ends with case questions
From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy
No full textTo contribute to small and medium enterprises’ (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes—denoted here as multi-level knowledge creation, transfer, and retention processes—as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As a main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multilevel culture construct—composed of external stakeholders’, SC stakeholders’, and organizational culture—identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements
across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs
THE SPECIFIC OF KNOWLEDGE BASED STRATEGIES
No full textCommunication addresses the lesser-known in Romania issue of knowledge based specific strategies. The main issues addressed during scientific communication are: • assumptions and defining features of the knowledge-based strategies • strategic knowledge - the core of knowledge-based strategy • strategic dilemmas involved • types of specific strategies based on knowledge • key elements that condition the development of advanced knowledge-based strategies • coordinates of specific strategy knowledge-based methodology The communication, based on an intense consultation of the international literature in the knowledge management domain, contains elements of originality, with particular reference to the strategic knowledge variables, which determine the specific implementation of the strategies based on knowledge and the methodology to design and implement them.knowledge based management, knowledge based strategy, strategic knowledge, strategy dilemma, knowledge based strategy typology, methodology of strategy
Research, organization and applied innovation in Knowledge Management
No full textThe Volume represents and reflects the ongoing debate on Knowledge Management that keeps on growing and acquiring both scientific and practical relevance with its heterogeneity of studies, applications and solutions for the current scenario and the next future. In its continuous evolution, Knowledge Management has shifted from being a branch of a wider discipline (i.e. Organizational Science) to a discipline by itself. Also, Knowledge Management has entered and affected other disciplines and fields of study, widening its scope of themes, languages, tools, that now are merit studying through the Organizational and Management lenses. The volume includes the abstracts of 58 research works and it includes also a selection of nine eminent papers that touch on topics that stand out in the aforementioned debate for their current and future implications, i.e. cybersecurity (Koohang A. et al., Security policy and data protection awareness of mobile devices in relation to employees’ trusting beliefs; Carlton M. et al., Validation of a vignettes-based, hands-on cybersecurity threats situational assessment tool), effects of mobile-devices use (Polak P., The consequences of the use of online sour- ces of information and mobile devices in university classes), e-learning (Gafni R. et al., The effects of gamification elements in e-learning platforms), knowledge dynamics in a free- software community (Balle A. et al., Knowledge donation and knowledge collection pat- terns in a free software community), cognitive systems (Huber et al., Some design aspects of a cognitive user interface), conversational systems (Silber-Varod, Is human-human spoken interaction manageable? The emergence of the concept: ‘Conversation Intelligence’), consumers’ knowledge (Ziemba E. et al., Prosumers knowledge sharing to develop and manage products), and ontologies’ evaluation criteria (Dudycz H., Proposal of evalua- tion criteria for editors of ontologies created to represent knowledge in information systems). Overall, this volume deals with the technological aspects and discuss knowledge management at organizational level while being centred around the practical aspects of knowledge management at the individual level. Thus, what the selection wants to highlight is the imperative pivot role humans play in knowledge creation and innovation, thanks to their creativity that will be hard to be replaced by the technological and digital progress. This duality and paradox of complementarity and replacement of human creativity with the accelerating technological and digital progress will be at the heart of the research and practice of knowledge management in the first half of the 21st centur
From pork to Kapores: transformations in religious practice among the Jews of late imperial Kiev
No full textUntil recently, studies of Jewish religious practices in Imperial Russia have focused on major movements such as Hasidism and mitnagdism as well as the challenges that Haskalah presented to traditional Judaism. Few scholars have scrutinized transformations in everyday religious practices such as the observance of Sabbath and other holidays, synagogue attendance, and liturgical practices. However, new political, social, and economic realities had generated subtle changes in religious practices even in earlier periods and it comes as no surprise, therefore, that religious practices among Jews during the tsarist period, especially in Kiev, were neither monolithic nor static. This article provides a new perspective on this topic by analyzing patterns of religious practice among Jews in one city – examining personal observance, communal practice, synagogue rites and attendance, and religious education – while providing a broader context of reform in Russia. In large urban centers like Kiev, the pressures and temptations of modern life, big-city anonymity, and the vitality and diversity of Jewish community often led to a transformation of prior belief and behavior among new arrivals. The author concludes that despite the absence of a movement for religious reform in the Russian Empire, we can nonetheless observe innovations and changes in religious life emerging out of the attempt to make observance compatible with modern urban life and a nascent Russian-Jewish identity
A comparative analysis of human capital disclosure in annual reports and sustainability reports
No full textAn assessment of the Accounting Perspective on Intellectual Capital and Some Results from the European Union
No full textThe work reports the use of two financial indicators of intellectual and human capital and their empirical findings from the study of European Union companies. The authors use the VAIC indicator (similar to the earlier chapter) and the impact intellectual and human capital has on firm financial performances. They report that the impact is not consistent among samples and business performance indicators in terms of both significance and sign of coefficients. The second model used is a modification of, and a partial repetition and validation of, the method originally developed by Olhson. The authors report that the indicators of structural capital and human capital are always significant, suggesting that this information is relevant for investors that operate on the European stock markets. This chapter is a worthy example of the use of two quantitative methods when conducting a rigorous financial analysis of intellectual capital and human capital, suggesting to researchers and practitioners that different methods and tools have very different validities for predicting future outcomes
A social network analysis of managerial migrations: the case of large companies in the UK
No full textThe migration of an executive manager from one company to another involves not only the recruitment of a capability set but also the transfer of organizational knowledge. In order to account for a range of dependencies among companies in such migrations, we utilize exponential random graph models to examine executive migrations among large UK companies in a cohort observed in 2006 and 2011. We find executive management migrations related mainly to tenure length, residual income added, particular industrial classifications, company value, cost-benefit per employee and operating revenue to cost per employee at the company of origin. We conclude that company value of the originating firm is used as a heuristic proxy of the value adding capabilities of managers, which reflects an underlying social selection mechanism
“Intangible Assets: Current requirements, social statements, integrated reporting and new models”
No full textThe environment in which companies operate is increasingly complex, dynamic and uncertain. Achieving and maintaining a competitive advantage is a great challenge and intangibles should play a strategic role. In this process, accounting requirements have an important part in reporting to stakeholders the value generated by these assets. At this stage, accounting principles are still not sufficient to ensure an adequate level of disclosure in financial reporting, especially because they do not allow to recognize the contribution to value creation of some intangibles, such as human capital. So that, the need to improve current disclosure on intangibles requires innovative approaches in evaluation, recognition and reporting standards in order to increase the information content of the notes to financial statements
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