Corporate Culture as a Tool for Competitiveness Improvement

Hitka, Miloš; Vetráková, Milota; Balážová, Žaneta; Danihelová, Zuzana

doi:10.1016/s2212-5671(15)01597-x

Cited by 42 publications

(41 citation statements)

References 2 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Based on this research, clan corporate culture dominated to German transport companies. Similar outcomes are presented by Hitka et al (2015). Top German managers asked for clan corporate culture in following 5 years.…”

Section: Resultsmentioning

confidence: 52%

Direction of the Corporate Culture in Slovak and German Transport Companies from a Top Managers' Perspective

Kampf

Hitka

Ližbětinová

2018

Period. Polytech. Transp. Eng.

Self Cite

View full text Add to dashboard Cite

show abstract

Section: Resultsmentioning

confidence: 52%

Direction of the Corporate Culture in Slovak and German Transport Companies from a Top Managers' Perspective

Kampf

Hitka

Ližbětinová

2018

Period. Polytech. Transp. Eng.

Self Cite

View full text Add to dashboard Cite

show abstract

“…The proactive strategy for the insourcing and outsourcing was at the same method [8], but in outsourcing need less effort to improve PM effectiveness because basically they already performed requirement in obtaining process performance indicator [3][5][6] [9], and [12]. Optimization of the transformation agent is expected to create awareness in both scheme [17] [18], and [19] but the agent does not need to involve in internalization of corporate culture on the outsourcing department, only give some induction in purposes it must be aligned with. Walk around need to be conducted in both scheme but in outsourcing the aim is directed to maintain the engagement [7] [20], and [21].…”

Section: Discussionmentioning

confidence: 99%

“…Increasing the quality of services can increase revenue for contractor and decrease the total production cost [7] [14]. Soft skill is the ability of the individual in improving the interaction and performance of work and is interpersonal and widely applicable, while the hard skills of individual ability to complete a specific job with specific ability demands while the hard skill is more towards the method of how to do the work and soft skill proved to affect the company to create new products or service improvement [15] [16][17] [18], and [19]. The walk around method will increase the motivation of the employees to further improve the PM work result, as well as can be another side view of management to improve maintenance performance of PM [7] [20], and [21].…”

Section: Introductionmentioning

confidence: 99%

Improvement of Preventive Maintenance Process Effectiveness in Insourcing and Outsourcing Scheme with House of Risk (HOR) Method Approach (A Case Study)

Siswanto¹,

Sudiarno²,

Karningsih³

et al. 2019

JTS

View full text Add to dashboard Cite

Outsourcing has become the alternative scheme to gain improvement in several fields within a short time to many enterprises. One power generation in North Java implemented PM as planned maintenance strategy to maintain equipment by conducting insourcing and outsourcing scheme as PM execution. Both conditions must follow the same business process flow in PM execution process and there will occur some obstacles that interrupted PM process. The existing problem will be analyzed with House of Risk (HOR) method approach, supported by Integrated Manufacturing Open Systems Architecture (CIMOSA) process-based function modeling for identification method and Supply Chain Risk Identification System (SCRIS) risk structure identification used for mapping problem, root cause, and its relation. Analysis with HOR results in root causes that occurred within PM implementation process for both of them commonly has the same problem that is process business acknowledgment, but in outsourcing scheme not exist root cause on culture compliance and work task requirement, because they have a descriptive target to obtain service level agreement fulfillment. On both scheme still need an improving method to monitor and evaluate the PM work for better performance.

show abstract

“…This is defined by Hitka, Vetráková, Balážová and Danihelová [33] "as a set of opinions, value systems and behavior standards which is unique for each organization and represents specific character of its functions. It is apparent in behavior, mutual interaction, self-understanding and understanding of surroundings."…”

Section: Education In Sustainabilitymentioning

confidence: 99%

Human Capital Management in Transport Enterprises with the Acceptance of Sustainable Development in the Slovak Republic

Kucharčíková

Mičiak

2018

Sustainability

View full text Add to dashboard Cite

Transport enterprises produce emissions during their activity, which is how they contribute to the polluting of the environment. The requirement of sustainability should therefore be incorporated into their concept of human capital management as well. The aim of this article is to point out the possibilities of application of various human capital management approaches leading to the requirement of increasing the efficiency, performance, competitiveness and sustainability of a transport enterprise in conditions of the Slovak Republic. Via the survey conducted in Slovak enterprises, we found out that the enterprises do not use human capital management much because they have only little knowledge about this concept of work with human capital. Based on the studying of professional literature, the results from the survey, and own experience, we designed two approaches for better implementation of human capital management leading to the increase of efficiency, performance and sustainability of enterprises operating in the field of public transport. The first one is the increase of human capital value via training, and the second consists of the metrics for the assessment of how effectively the enterprises use human capital. We have verified the application of the metrics in conditions of a concrete particular enterprise.

show abstract

Corporate Culture as a Tool for Competitiveness Improvement

Cited by 42 publications

References 2 publications

Direction of the Corporate Culture in Slovak and German Transport Companies from a Top Managers' Perspective

Direction of the Corporate Culture in Slovak and German Transport Companies from a Top Managers' Perspective

Improvement of Preventive Maintenance Process Effectiveness in Insourcing and Outsourcing Scheme with House of Risk (HOR) Method Approach (A Case Study)

Human Capital Management in Transport Enterprises with the Acceptance of Sustainable Development in the Slovak Republic

Contact Info

Product

Resources

About