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To fill a gap in current literature, this paper analyses the impact of human factors on the operational performance of innovation hubs in the SAARC Nations and the European Union. Upon conducting an extensive examination of academic literature, four primary classifications of human factors were determined: organizational factors, individual attributes, the nature of a task and working environment. This research offers a cross-sectional analysis of these factors and their implications on innovation centres in the culturally and economically diverse domain of SAARC Nations and the European Union. The findings suggest that organizations functioning in the context of Innovation hubs in SAARC Nations, where centralized authority and value correctness is mostly emphasised on, face challenges in order to foster employee engagement and creativity. However, the innovation hubs of the European Union receive treatment from a more flexible and tolerant approach which is backed by progressive technology and is incredibly sensitive to concerns touching on ergonomics and safety of the working environment. This research highlights High performing, High committing, and High involvement management, management techniques to manage human factors to enhance operation performance. Adaptive and individual approach to the management of human variables, based on the differences in cultural and economic conditions of each region, is essential for effective development of the innovative substance and competitive advantage, the paper states. The results obtained from this study offer important guidance for the policymakers, managers and practitioners who are involved in managing and creating innovation hubs. It has provided a framework of how the organisation’s operation performance may be improved through effective management of human resources.
To fill a gap in current literature, this paper analyses the impact of human factors on the operational performance of innovation hubs in the SAARC Nations and the European Union. Upon conducting an extensive examination of academic literature, four primary classifications of human factors were determined: organizational factors, individual attributes, the nature of a task and working environment. This research offers a cross-sectional analysis of these factors and their implications on innovation centres in the culturally and economically diverse domain of SAARC Nations and the European Union. The findings suggest that organizations functioning in the context of Innovation hubs in SAARC Nations, where centralized authority and value correctness is mostly emphasised on, face challenges in order to foster employee engagement and creativity. However, the innovation hubs of the European Union receive treatment from a more flexible and tolerant approach which is backed by progressive technology and is incredibly sensitive to concerns touching on ergonomics and safety of the working environment. This research highlights High performing, High committing, and High involvement management, management techniques to manage human factors to enhance operation performance. Adaptive and individual approach to the management of human variables, based on the differences in cultural and economic conditions of each region, is essential for effective development of the innovative substance and competitive advantage, the paper states. The results obtained from this study offer important guidance for the policymakers, managers and practitioners who are involved in managing and creating innovation hubs. It has provided a framework of how the organisation’s operation performance may be improved through effective management of human resources.
With the increase in international trade, logistics activities such as transportation, storage and handling and the companies performing these logistics activities have also increased. However, the fact that companies have physical areas, warehouses and environments such as offices in all regions where they operate causes high costs. For this reason, instead of acquiring property in some regions where they operate, leasing transactions, which are thought to provide lower costs, are carried out by logistics companies and businesses. This is located between the main situations that lead to the establishment of logistics villages. Also, the characteristics and potentials of those logistics villages play an important role in the choice of logistics companies and businesses. In this study, potential efficiencies of the completed 11 logistics villages of the built by the Republic of Turkey State Railways were determined by MOORA method of located between multiple-criteria decision analysis methods. Capacity, total physical area, foreign trade volume, closest free zone, nearest highway, nearest airport, nearest railway and nearest port criteria were used to determine the potential efficiencies of logistic villages. As a result of the analysis, the first three logistics villages with the highest potential efficiency are Köseköy/İzmit, Halkalı/Istanbul and Yenice/Mersin logistics village, respectively. Palandöken/Erzurum logistics village has been determined as the logistics village with the lowest potential efficiency.
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