Innovation in Strategic Human Resource Management: Building Capacity in the Age of Globalization

Farazmand﻿, Ali

doi:10.1023/b:porj.0000015649.54219.b7

Cited by 74 publications

(61 citation statements)

References 16 publications

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“…The issue of innovation fits with one of the main strands of research into the factors shaping competitiveness (Nowacki, 2010), and its definition primarily accents a novelty item, as expressed in taking specific actions for the first time, or their perception as being new and different from the existing solutions (Damanpour, 1991;Farazmand, 2004;Rogers, 1962;Polding, 2016). The trend of this concept also fits into the concept of innovation proposed by P. Niedzielski and W. Janasz.…”

Section: A Culture Of Innovation and The Process Of Benchmarkingascermentioning

confidence: 99%

Benchmarking in the process of creating a culture of innovation in hotel companies

Gierczak-Korzeniowska¹,

Gołembski²

2017

EBR

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: The literature very rarely touches upon the issue related to the influence of benchmarking in shaping a culture of innovation in companies. Culture is understood as the tendency to pro-innovative activities and promoting favourable entrepreneurial and creative attitudes. The effect of building a culture of innovation includes the constant sharing of knowledge and the ability to see and then use the company's market opportunities. Therefore, this article attempts to identify those activities and behaviours which would be a testimony of a broad culture of innovation and, at the same time, the result of the application of benchmarking in the hotels researched.

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Section: A Culture Of Innovation and The Process Of Benchmarkingascermentioning

confidence: 99%

Benchmarking in the process of creating a culture of innovation in hotel companies

Gierczak-Korzeniowska¹,

Gołembski²

2017

EBR

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show abstract

“…Several theoretical arguments support this assumption. First, local governments contracting out services have generally experienced lower organizational performance because they lack mechanisms to monitor the behavior of their contracting partners (Farazmand, 2004;Feiock & Jang, 2009;Warner & Hefetz, 2002;Yang, Hsieh, & Li, 2009). Local governments may prefer to produce services in house when the service agreements with external providers are costly to implement and difficult to specify in their contracts (Andrew, 2009;Andrew & Hawkins, 2013;Nelson, 1997).…”

Section: What Is Meant By Organizational Capacity?mentioning

confidence: 97%

“…We note that organizational capacity involves at least three major dimensions. First, organizational capacity can be viewed as the collective capacity of an organization, with a strong emphasis on the purpose for which that capacity can be enhanced (Farazmand, 2004;Kelly & Rivenbark, 2003). That is, the multifaceted nature of the internal capacities of a public organization depends on the competency of an organization in achieving a set of goals (Christensen & Gazley, 2008;Page, 2004).…”

Section: What Is Meant By Organizational Capacity?mentioning

confidence: 99%

“…For example, scholars have argued that in order for public organizations to achieve a satisfactory level of service delivery, they have to develop an effective strategy to deal with future organizational challenges. They must be able to build sufficient organizational capacity (Farazmand, 2004).…”

Section: What Is Meant By Organizational Capacity?mentioning

confidence: 99%

“…While much has been written about organizational capacity, few have examined the extent to which organizational capacity explains the likelihood that a local government would produce services in house. Much of the current research focuses on factors influencing organizational capacity, rather than the effects it might have on management decisions (Andrews & Boyne, 2010;Christensen & Gazley, 2008;Cuthill, 2005;Farazmand, 2004;Gao, 2009;Gazley & Brudney, 2005;Hou & Moynihan 2008;Jreisat, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Illuminating the in-house provision of emergency services: A test of organizational capacity hypotheses

Jung

Andrew

2014

International Review of Public Administration

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While much has been written about the importance of organizational capacity, few have examined systematically the influence of organizational capacity on local service delivery arrangements. This paper highlights the importance of organizational capacity in influencing local government decisions to provide services in house in the realm of public safety (e.g., fire, police and emergency medical services). Our empirical study, conducted in Texas, provides evidence that a local government may reduce the risks of contract failure when it produces services in house, especially in the presence of institutionalized evaluation mechanisms. Instead of relying on alternative service providers to acquire, store and move emergency medical supplies and services, local governments are building capacity to better equip themselves to deliver emergency services and plan for disasters.

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Toward human resource management in inter‐professional health practice: linking organizational culture, group identity and individual autonomy

Tataw

2012

Health Planning & Management

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The literature on team and inter-professional care practice describes numerous barriers to the institutionalization of inter-professional healthcare. Responses to slow institutionalization of inter-professional healthcare practice have failed to describe change variables and to identify change agents relevant to inter-professional healthcare practice. The purpose of this paper is to (1) describe individual and organizational level barriers to collaborative practice in healthcare; (2) identify change variables relevant to the institutionalization of inter-professional practice at individual and organizational levels of analysis; and (3) identify human resource professionals as change agents and describe how the strategic use of the human resource function could transform individual and organizational level change variables and therefore facilitate the healthcare system's shift toward inter-professional practice. A proposed program of institutionalization includes the following components: a strategic plan to align human resource functions with organizational level inter-professional healthcare strategies, activities to enhance professional competencies and the organizational position of human resource personnel, activities to integrate inter-professional healthcare practices into the daily routines of institutional and individual providers, activities to stand up health provider champions as permanent leaders of inter-professional teams with human resource professionals as consultants and activities to bring all key players to the table including health providers.

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Innovation in Strategic Human Resource Management: Building Capacity in the Age of Globalization

Cited by 74 publications

References 16 publications

Benchmarking in the process of creating a culture of innovation in hotel companies

Benchmarking in the process of creating a culture of innovation in hotel companies

Illuminating the in-house provision of emergency services: A test of organizational capacity hypotheses

Toward human resource management in inter‐professional health practice: linking organizational culture, group identity and individual autonomy

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