scholarly journals International human resource management and organizational learning

2005 ◽  
Vol 50 (167) ◽  
pp. 171-198
Author(s):  
Biljana Bogicevic-Milikic ◽  
Ana Aleksic
Keyword(s):  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Human Resource ◽  
Transfer Of Learning ◽  
Relevant Literature ◽  
Global Market ◽  
Global Companies ◽  
Important Challenge ◽  
International Hrm

Global companies are pressed by the need to simultaneously manage globally since they consider the whole world as their own market, and locally, because the global market consists of various different and weakly connected market segments. The need to be global and local at the same time presents, perhaps the most important challenge for management of global companies in 21st century. Searching this balance presents also an important challenge for human resource management (HRM), regarding the ways of accomplishing it. HRM is expected to contribute to achievement of global competitive advantage worldwide efficiency, local responsiveness, as well as transfer of learning within global organizations. The transfer of learning gains on its importance as many authors see it as the main motive of establishing global companies. However, regardless of recognized significance of organizational learning for global companies, international HRM literature simply lacks studies related to transfer of learning, recommendations about how to develop this organizational ability, how to improve it and measure, and how to provide permanency of the learning process. Therefore, the aim of this paper is through reviewing the relevant literature, to shed light on different aspects of the responsiveness-integration paradigm and its implications on the transfer of learning in global companies.

scholarly journals Concept Paper on The Efficacies and Twist of Human Resource Management future with the New Era of Coronavirus Pandemic (Covid-19) for Organisational and Institutional Action

2021 ◽  
Vol 2 (4) ◽  
pp. 288-321
Author(s):  
Abdul-Kahar Adam ◽  
Isaac Yaw Manu
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Practices ◽  
New Era ◽  
The People ◽  
Human Resource Management Practices ◽  
New Directions ◽  
International Hrm ◽  
Institutional Challenges

The essence of this paper is eminent to advance the study of Human Resource Management (HRM) in the profound new directions that has been introduced due to the covid-19 pandemic. This particular review elaborates on the following such as: Challenges Caused by Covid-19 to HRM Principles and Practice, HRM Outlook within Continents in this Coronavirus Pandemic, How Information Technology can still grow HRM in new Practices, The Case of HRM Practice in Developing World with Covid-19, How Both National and International HRM Practice is portrayed with Covid-19, Moving Forward with HRM Practice and Covid-19, and Organisational and Institutional Challenges and Demands in HRM Policies and Law. The general conclusion with this new Human Resource Management is associated with massive application of technology that Human Resource Management practices in various organisational operations and ways of doing things in the traditional HRM way has changed. Many of the roles are been performed remotely using internet and relevant HRM laws, applications and policies to deliver in managing work and the people. This is eminent for HRM practitioners and professionals to further educate and train themselves in this covid-19 era to avert themselves with the new principles instituted by organisations and governments in the area of HRM of activities and people. In this review the HRM is been twisted and thereby its efficacies are challenged which is why this new study is important to the practitioners and professionals to adapt and/or adopt.

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Promoting Strategic Human Resource Management, Organizational Learning, and Knowledge Management in Modern Organizations

2019 ◽  
pp. 879-891
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Current Trends ◽  
Strategic Goals

This chapter describes the concept of strategic human resource management (SHRM), the concept of electronic human resource management (e-HRM), the importance of SHRM in modern organizations, and the current trends of organizational learning and knowledge management (KM) in modern organizations. SHRM is the strategic practice of attracting, developing, rewarding, and retaining employees with the important goal of increasing various benefits to both employees as individuals and organization as a whole. SHRM strategically utilizes organizational resources and talent within HR functions to make organizations more effective in the modern workforce. Organizational learning and KM allow for organizational employees to share knowledge and learn exactly what is relevant to their specific tasks toward encouraging human capital and knowledge creation. The chapter argues that promoting SHRM, organizational learning, and KM has the potential to enhance organizational performance and achieve strategic goals in modern organizations.

scholarly journals Normative and systems integration in human resource management in Japanese multinational companies

2016 ◽  
Vol 24 (2) ◽  
pp. 82-105 ◽  
Author(s):  
Masayuki Furusawa ◽  
Chris Brewster ◽  
Toshinori Takashina
Keyword(s):  
Social Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Systems Integration ◽  
Multinational Companies ◽  
Mediation Effect ◽  
Integration Theory ◽  
Content Type ◽  
International Hrm

Purpose This paper aims to conceptualise a framework of “transnational human resource management” (HRM) and to demonstrate the validity of the model. Design/methodology/approach Evidence is drawn from survey of 93 large Japanese multinational companies (MNCs). Data are analysed through descriptive statistics, hierarchical multiple regression analyses and mediation effect analyses. Findings The analysis reveals that the practices for normative and systems integration are associated with increasing levels of social capital and geocentric staffing, respectively, and the social capital and geocentric staffing fully mediate the relationship between normative and systems integration and transnationality. Originality/value The research extends the integration theory in international HRM and demonstrates the validity of our framework for transnational HRM. The authors also shed light on the reality of the integration aspects of international HRM in Japanese MNCs.

The sub-national embeddedness of international HRM

2011 ◽  
Vol 64 (4) ◽  
pp. 531-551 ◽  
Author(s):  
Phil Almond
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Multinational Corporations ◽  
Human Resource ◽  
International Human Resource Management ◽  
Transmission Of Knowledge ◽  
International Human ◽  
Fragmentation Of Production ◽  
International Hrm

This article argues that international human resource management has failed to examine adequately the relations between multinational corporations (MNCs) and the geographies they operate in at sub-national levels. In particular, it needs to go much further in integrating insights from literatures on changing levels of governance, the role of sub-national sites of regulation in the creation and transmission of knowledge, and the geographical and organizational fragmentation of production. In reviewing these literatures alongside relevant contributions within international human resource management, it develops a research agenda by which the degree and nature of sub-national embeddedness of MNCs, and their effects on sub-national business and employment systems, can be analysed.

scholarly journals HUMAN RESOURCES: STRATEGIC MANAGEMENT ASPECTS

2010 ◽  
Vol 8 (1) ◽  
pp. 51-65 ◽  
Author(s):  
Eugenijus Chlivickas ◽  
Palmira Papšienė ◽  
Arnas Papšys
Keyword(s):  
Operating System ◽  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Strategic Management ◽  
Human Resource ◽  
Global Market ◽  
Strategic Human Resource Management ◽  
Active Part ◽  
New Approach

The following processes pose challenges for the organization: self-establishment in the market economy, restructuring, globalization, development of techniques and technology, formation of information society, development of a knowledge economy, change of the society economic situation and democratic processes. In the organization which is constantly changing a new approach to the organization is formed. It is viewed as an operating system where company employees, i.e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organizational goals. In the constantly changing organization a new approach to the organization is formed. It is viewed as an operating system where company employees, i. e., human resources, become the most important and the most active part of the system, determining the efficiency of the pursuing of organization objectives. Human resource management process cannot be separated from the strategy. Strategic human resource management is a part of strategic management concept in the organization. Theoretical provisions for the management of human resources, presented in the academic literature, confirm the influence of this functional area of management on the overall organization performance results. For the organization, which is operating in the global market, it is essential to manage existing or potential labor resources effectively. One of the main staff evaluation criteria is the effectiveness of personnel management. New tendencies encourage closer association of human resource management with organization strategy. “Four-C” model competence, commitment, compliance and cost efficiency is helpful in assessing the effectiveness of organization human resources policies conformity with its strategy.

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