Human resources planning on terrorism and crises in the Asia Pacific region: Cross‐national challenge, reconsideration, and proposition from western experiences

Liou, Dian‐Yan; Lin, Chin‐Huang

doi:10.1002/hrm.20197

Cited by 22 publications

(27 citation statements)

References 55 publications

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“…The effect of terrorism on international human resource planning, particularly in affected countries, is substantial. According to Liou & Lin (2008), responses that firms have made to natural and technological disasters offer clues on the likely human resource challenges. Various researches suggest that emergency planning in most organizations has not emphasized protecting employees and their ability to function at work (Liou & Lin, 2008;Mankin & Perry, 2004).…”

Section: Our Opinionmentioning

confidence: 99%

Assessing the Value of International Workers: A Case of Shell Petroleum Development Company in Nigeria

Iyiola¹,

Osibanjo²

2012

Annals of the Alexandru Ioan Cuza University - Economics

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As a result of globalization, many companies, be it corporate, public or international operates on a global scale. With the rise of companies operating in a global village, many companies are also expanding internationally. Mostly, international organizations operating abroad are faced with employees of foreign cultures with an entirely different perspective. Oftentimes, cross-cultural issues arise in the management of the company's human resources (HR). According to Laroche (1998), the rapid globalization of the world's economy has brought forth several changes. In view of this, it is the intention of this non-empirical article to investigate how to assess the international workers, by adopting the latest management trend.

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Section: Our Opinionmentioning

confidence: 99%

Assessing the Value of International Workers: A Case of Shell Petroleum Development Company in Nigeria

Iyiola¹,

Osibanjo²

2012

Annals of the Alexandru Ioan Cuza University - Economics

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“…For many years, system dynamics modeling has also been employed for analysis of human resource issues (e.g., Abdel-Hamid & Madnick, 1991;Andersen & Emmerichs, 1982;Doman, Glucksman, Tu, & Warren, 2000;Gupta & Gupta, 1990;Hafeez & Abdelmeguid, 2003;Liou & Lin, 2008;Packer, 1964;Reid & Taylor, 1989;Runcie, 1980). For instance, Abdel-Hamid and Madnick (1991) analyzed the dynamics of large-scale software-development projects, paying particular attention to the processes of staffing (i.e., the number of people working on a project) and training (i.e., the quality of people working on a project).…”

Section: System Dynamics For Supply Chain and Human Resource Managementmentioning

confidence: 99%

“…For instance, Abdel-Hamid and Madnick (1991) analyzed the dynamics of large-scale software-development projects, paying particular attention to the processes of staffing (i.e., the number of people working on a project) and training (i.e., the quality of people working on a project). As another example, Liou and Lin (2008) discussed the implications of potential terrorist threats for the human resource management of companies, based on a system dynamics model.…”

Section: System Dynamics For Supply Chain and Human Resource Managementmentioning

confidence: 99%

Supporting long‐term workforce planning with a dynamic aging chain model: A case study from the service industry

Größler

Zock

2010

Human Resource Management

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This study demonstrates how a dynamic, aging chain model can support strategic decisions in workforce planning. More specifi cally, we used a system dynamics model (a modeling and simulation technique originating from supply chain management) to improve the recruiting and training process in a large German service provider in the wider fi eld of logistics. The key fi ndings are that the aging chain of service operators within the company is affected by a variety of delays in, for example, recruiting, training, and promoting employees, and that the structure of the planning process generates cyclic phases of workforce surplus and shortage. The discussion is based on an in-depth case study conducted in the service industry in 2008. Implications are that planning processes must be fi ne-tuned to account for delays in the aging chain. The dynamic model provides a tool to gain insight into the problem and to improve the actual human resource planning process. The value of the paper lies in the idea of applying a well-known and quantitative method from supply chain management to a human resource management issue.

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“…Cannon and Edmondson, 2005; Carmeli and Schaubroeck, 2008), human resources management (e.g. Liou and Lin, 2008) and information management (e.g. Choo, 2005; Dearstyne, 2007).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The application of systemic approaches to pursuing comprehensive understanding about CM‐related issues has been becoming more common (e.g. Cooke and Rohleder, 2006; Liou and Lin, 2008). These approaches are adopted for CM research due to their ability to interpret phenomena which are complex, ambiguous and time induced by nature, in a holistic rather than a discrete manner (Smith, 2000).…”

Section: Literature Reviewmentioning

confidence: 99%

System dynamics modelling for examining knowledge transfer during crises

Wang

2010

Syst. Res.

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The threat of organizational crises cannot be overlooked in today's complex business environment. During crises, organizations encounter unique, threatening and stressinducing situations in which critical decisions must be made constantly in a timely manner based on limited information. Nevertheless, there have been very few studies engaging in exploring the theme of knowledge transfer in the context of managing organizational crises. Consequently, this study attempts to explore this issue with reference to a product recall crisis of a motorcycle manufacturer using the method of system dynamics modelling. The research findings illustrate the multiple knowledge transfer mechanisms used and their influence on organizational performance during crises as a means of distributing critical knowledge and facilitating the development of collective understanding within organizations. Future studies which aim to explore the dynamics of different types of knowledge being processed by means of various knowledge transfer mechanisms during crises are encouraged. Copyright # 2010 John Wiley & Sons, Ltd.Keywords knowledge transfer; organizational crisis; system dynamics INTRODUCTION Knowledge can be considered as a justified notion derived from a combination of individual experience, values, contextual information, expert insight and grounded intuition, which can enhance the ability to take effective actions (Nonaka, 1994;Davenport and Prusak, 1998). Prior studies indicate that knowledge is different from other organizational resources, since it, once created, can be repeatedly combined and recontextualized to generate new knowledge through the continuous enforcement of the adaptive processes, such as higher order learning, and then can provide organizations with new guidelines for supporting their subsequent strategic decision making (e.g. Grover and Davenport, 2001;Sambamurthy et al., 2003). Organizational crises, which can be defined as low frequency, high consequence events that can significantly hinder organizations from achieving their fundamental goals or continuing to operate successfully (Pearson and Clair, 1998), are generally unavoidable for most organizations over their entire lifetime (Elsubbaugh et al., 2004). Organizational crises tend to generate task demands for an organization that exceed, or come close to exceeding, an organization's abilities to handle them without considerable additional resources (Smith, 2005). Additionally, the regular operational mechanisms and organizational structures may go down or be disrupted, making them unable to function effectively to support the individuals making critical decisions during crises (Dearstyne, 2007). This implies that during crises organizations encounter a unique, threatening and stress-inducing decision-making environment that must be dealt with consistently in a timely manner (Pearson and Clair, 1998). When there is time pressure in situations with high-level ambiguity and uncertainty, decision makers tend to accept lower quality information/knowledge that is mo...

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Human resources planning on terrorism and crises in the Asia Pacific region: Cross‐national challenge, reconsideration, and proposition from western experiences

Cited by 22 publications

References 55 publications

Assessing the Value of International Workers: A Case of Shell Petroleum Development Company in Nigeria

Assessing the Value of International Workers: A Case of Shell Petroleum Development Company in Nigeria

Supporting long‐term workforce planning with a dynamic aging chain model: A case study from the service industry

System dynamics modelling for examining knowledge transfer during crises

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