A strategic human resource perspective of firm competitive behavior

Offstein, Evan H.; Gnyawalị, Devi R.; Cobb, Anthony T.

doi:10.1016/j.hrmr.2005.11.007

Cited by 35 publications

(27 citation statements)

References 51 publications

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“…We therefore find support for the hypothesis that an agile working environment, with focus on competitiveness and change, is normally associated with a more direct link between individual performance and rewards than what is typical for more lenient and sheltered parts of the organisation (e.g., Offstein et al, 2005). …”

Section: Econometric Model and Estimation Resultssupporting

confidence: 68%

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An Empirical Study of Performance Appraisal and Career Opportunities

Hunnes¹,

Kvaløy²,

Mohn³

2011

IJBM

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Using survey data from a large international oil company, this econometric study explores the perceptions of performance appraisal and career opportunities on one hand, and how this is dependent on variation in properties and characteristics of the local working environment on the other hand. Perceptions indicate that performance and payoff are better balanced among women than among men. Moreover, the connection between perceived achievement and appreciation is strengthened by time of service for leaders, but not for employees in non-managerial positions. Finally, perceptions of performance appraisal and career opportunities depend on characteristics of the local work environment, with positive influence from key phenomena like change capability, competency focus, trust and identity.

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Section: Econometric Model and Estimation Resultssupporting

confidence: 68%

“…The underlying hypothesis is that an agile working environment, with capacity and capabilities for change, should also affect the balance between expectations and fulfilment in terms of performance appraisal (e.g., Offstein, Gnyawali and Cobb, 2005).…”

Section: Change Capacitymentioning

confidence: 99%

An Empirical Study of Performance Appraisal and Career Opportunities

Hunnes¹,

Kvaløy²,

Mohn³

2011

IJBM

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“…Human capital management plays a vital part in building a foundation for competitive advantage (Offstein, Gnyawali, & Cobb, 2005). To have a successful recruitment and performance management process, it is important for the firm's leaders to truly understand underlying employee motivational factors and then build a performance management infrastructure to draw out the best from all employees.…”

Section: Recruitment and Performance Managementmentioning

confidence: 99%

Building Sustainable Competitive Advantage

Kumar¹

2016

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This paper analyzes cross-industrial best practices and future trends in the context of the contemporary resource based competitive advantage model of the firm. It identifies key managerial levers, tools and systems that can be used to build and sustain a Hi-Technology company's core competences in order to facilitate a more innovative, collaborative 21st century corporate culture. A qualitative and quantitative assessment is made of how a firm's leadership, human capital management, organizational culture, design and systems can all collectively merge to create a more dynamic and responsive organization which is far more adept at building unique resources and capabilities, which can then be leveraged to create new market opportunities with high competitive entry barriers.

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“…Recent studies showed how companies tried to develop sustainable competitive advantage (Mihaela, 2016;Soliman, 2013;Srivastava et al, 2013;Cho & Pucik, 2005;Offstein et al, 2005;Hafeez et al, 2003;Hennart & Larino, 1998;Gomez-Mejia & Palich, 1997). Some believe that a financial factor has contributed more to competitive advantage while others found the non-financial factors such as adaptability, cultural mixture, organizational structure, network, knowledge management and innovation important.…”

Section: Introductionmentioning

confidence: 99%

What Drives International Competitiveness? An Empirical Test in Emerging Indonesian Market

Aries¹

2016

JOC

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This study tried to identify factors which drive international sustainable competitive advantage using Indonesian listed-multinational companies. The study began with identifying the terminology for emerging market using a single index model. We then deployed the three measurements for competitive advantage which are return on sales, return on asset and return on equity. Our results showed that all three measurements have the power to explain each competitive factor for Indonesian multinational firm, but statistically, ROA showed as the best proxies. Moreover, eight out of ten hypotheses tested were strongly supported by the data. The study strongly emphasized the importance of knowledge management, local leadership and a factor of location as vital drivers for global competitive advantage. Lastly, the study also stressed the importance of globalizing subsidiaries in order to gain sustainable competitive advantage for the host country.

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A strategic human resource perspective of firm competitive behavior

Cited by 35 publications

References 51 publications

An Empirical Study of Performance Appraisal and Career Opportunities

An Empirical Study of Performance Appraisal and Career Opportunities

Building Sustainable Competitive Advantage

What Drives International Competitiveness? An Empirical Test in Emerging Indonesian Market

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