DOI: 10.35376/10324/879
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Gestión de recursos humanos y retención del capital humano estratégico: análisis de su impacto en los resultados de empresas innovadoras españolas

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Cited by 4 publications
(2 citation statements)
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“…Dockel et al (2006), for example, using a survey given to 94 qualified professionals and technicians from the industrial and service sectors in South Africa, demonstrate that qualified employees who work in organizations promoting work–life balance develop a stronger bond with their companies. Martín (2011), in a study of 239 innovative Spanish companies with over 30 employees between 2000 and 2007, concludes that the existence of qualified personnel leads companies to adopt work–life balance measures. A possible explanation could be the sector effect.…”
Section: Discussionmentioning
confidence: 99%
“…Dockel et al (2006), for example, using a survey given to 94 qualified professionals and technicians from the industrial and service sectors in South Africa, demonstrate that qualified employees who work in organizations promoting work–life balance develop a stronger bond with their companies. Martín (2011), in a study of 239 innovative Spanish companies with over 30 employees between 2000 and 2007, concludes that the existence of qualified personnel leads companies to adopt work–life balance measures. A possible explanation could be the sector effect.…”
Section: Discussionmentioning
confidence: 99%
“…Como consecuencia del aumento de la competencia, existen pocos sectores donde todos los participantes tengan asegurada una rentabilidad a largo plazo; por tanto, poseer ventajas competitivas se revela como requisito fundamental para sobrevivir y alcanzar una rentabilidad superior a la de los competidores. Al hablar de ventaja competitiva, nos referimos al hecho de que ciertas características de la empresa pueden permitir diferenciarla de sus competidores y dejarla en una posición de superioridad con respecto a ellos (Martín, 2011).…”
Section: Relación Entre Lealtad Y Ventajas Competitivasunclassified