Mapping the human resource focused enablers with sustainability viewpoints in Indian power sector

Yadav, Mohit; Mangla, Sachin Kumar; Luthra, Sunil; Bamel, Umesh; Garza‐Reyes, Jose Arturo

doi:10.1016/j.jclepro.2018.11.132

Cited by 34 publications

(29 citation statements)

References 98 publications

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“…The MICMAC which means matrix of cross-impact multiplications applied to classification, analysis can be used to capture the pertinent indirect relationship among the various factors of a system (Shukla et al , 2018; Yadav et al , 2019). MICMAC diagram of the concerned factors is prepared based on their dependence and driving power.…”

Section: Methodology: Overview Of Total Interpretive Structural Modeling and Matriced’ Impacts Croise’s Multiplication Appliquée A Un Clamentioning

confidence: 99%

Knowledge hiding in two contrasting cultural contexts

Issac

Baral

2019

VJIKMS

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Purpose The purpose of this study is to decipher the role of culture in determining knowledge-hiding tendencies of individuals. This study attempts to understand the different strategic factors (SFs) engendering knowledge hiding, model it and finally estimate the driving and dependency potency of these factors in two different cultural contexts – occidental and oriental. Design/methodology/approach The authors undertook content analysis of the pertinent literature to trace out the antecedents. These SFs engendering knowledge hiding were later modeled using total interpretive structural modeling (TISM) with the aid of R programming language and consequently subjected to Matriced’ Impacts Croise’s Multiplication Appliquée a un Classement (MICMAC) analysis to categorize these factors into: autonomous, depending, linkage and driving. Findings The analysis establishes personality traits as a common driving factor engendering knowledge hiding in both the cultural contexts. Emotional intelligence is a key driving factor in an occidental cultural context whereas interpersonal distrust drives knowledge hiding in an oriental cultural setting. The task in hand, its uncertainty and complexity are the other critical factors causing knowledge hiding in the oriental cultural context. Practical implications The study suggests organizations in the occidental setting to streamline their recruitment policy, giving due importance to the personality traits and emotional quotient of individuals. As task uncertainty and complexity are the critical driving factors in the oriental context, the organizations should undertake a delicate balancing act between reducing risk, removing uncertainty and progressing. Originality/value To the best of the authors’ knowledge, this is probably the first-ever attempt to apply comprehensive TISM and MICMAC on knowledge hiding, which characterizes the antecedents of knowledge hiding in two opposite cultural contexts and thereby offers to provide the required impetus for further research on the influence of culture in knowledge-hiding behavior.

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Section: Methodology: Overview Of Total Interpretive Structural Modeling and Matriced’ Impacts Croise’s Multiplication Appliquée A Un Clamentioning

confidence: 99%

Knowledge hiding in two contrasting cultural contexts

Issac

Baral

2019

VJIKMS

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“…Yadav et al (2019) suggest that firms implementing SP are expected to give the Triple Bottom Line benefits to organizations, that is, environmental, economic, and social benefits.…”

Section: Literature Reviewmentioning

confidence: 99%

“…As a result, manufacturing sectors, and particularly the AS, need to focus on various OHRM aspects such as environmental training, employee engagement, green teams, developing skill sets, reward and incentive systems, top management support, and commitment (Jabbour et al, 2017; Muduli et al, 2020; Yadav et al, 2019). Such focus on OHRM aspects will facilitate the AS to overcome the sustainability roadblocks it faces.…”

Section: Introductionmentioning

confidence: 99%

“…As a result, there is limited knowledge of how the manufacturing sector in developing economies can improve sustainability by focusing on OHRM. Like several other industries, the AS is one of the most critical and relevant sectors for embracing SPs, particularly regarding the OHRM dimension (Roscoe et al, 2019; Yadav et al, 2019). Identifying and prioritizing the most critical CSFs for the adoption of SPs will help the AS to attain greater sustainability.…”

Section: Introductionmentioning

confidence: 99%

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Sustainable manufacturing and green human resources: Critical success factors in the automotive sector

et al. 2020

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This study aims to identify critical success factors (CSFs) for implementing sustainability in organizational human resources management (OHRM) within the automotive sector (AS). A literature review was carried out to identify the OHRM factors that are instrumental for the significant adoption of sustainable practices (SP) in the sector. Based on the outcomes from the literature review, an expert team composed of 17 experts from the AS, academia, and consultancy firms were consulted in order to identify cause–effect relationships among CSFs using a multi‐criteria decision making tool. Data were gathered in India from November 2019 to April 2020. The results revealed that top management support and environmental auditing for suppliers are the two most important CSFs to be prioritized among the factors studied, which implies that by managing these factors first, automotive manufacturers may deal better with the adoption of SP. As a result of prioritizing these two factors, other CSFs related to OHRM (e.g., organizational culture, environmental training, rewards, and incentives) will also positively affect the adoption of SP. The novelty of this study comes through raising the importance of environmental auditing for suppliers as a factor that can facilitate not only the adoption of SP in the AS, but the other OHRM factors as well.

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“…The attention of employees will be attracted when they enter into the organization and with their flexible recruitment, the profitability of the organization increases (Berk et al, 2019). Paying attention to the manpower that plays an important role in optimizing issues such as costs, improves productivity and quality of work and helps the organization to obtain profit (Yadav et al, 2018). The importance of manpower is so much that it can increase the credibility of the organization by establishing coordination with Human Resource Management (HRM) and improves credibility for leadership (Gill et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

A dynamic model of strategic outsourcing with emphasis on human resources and work experience in power industry of Iran

Nikabadi

Hoseini

2019

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Purpose The production of a good or service requires that the supplier performs a wide range of activities. Many companies are trying to fit outsourcing with the dimensions of their organization. Outsourcing is increasingly being used among Iranian companies in the field of the electric power industry. Human resources are among the factors that consider outsourcing as an obstacle for their growth because staffs declare that the development of outsourcing is a serious threat for unemployment of them and ultimately expulsion from work. Thus, this study surveys the dynamic effects of human resources and work experience on outsourcing decisions. This paper aims to propose a model for dynamic strategic outsourcing focusing on human resource and work experience. Design/methodology/approach Presenting a model for strategic outsourcing can help organizations to resolve their outsourcing problems. The data needed for examining the dynamic impact of human resources and work experience on outsourcing have been compiled using library and field studies. The method used in this study is an integrated approach, so the model could consider the general effects of manpower and present a systematic view. After interviewing with experts in power industry, the causal relationships of the variables were determined, and a dynamic model based on the applications of the dynamic system was developed in VENSIM software. The research model will be completed in a three-year period (2016-2019) in the power industry of Iran. Findings For completing projects in an organization, cooperation between internal employees and external contractors is needed; thus, results based on both external contractors and internal staff have shown that outsourcing through working of a number of contractors will be more effective than frequent use of one contractor. On the other hand, improving the quality of projects could be done by training new employees using skilled and expert employees. Originality/value Existence of one-dimensional models (only with qualitative factors or only with quantitative factors) in the context of outsourcing in the past studies has prompted to study different types of factors together as a dynamic model. This paper presents a quantitative and qualitative model in the field of strategic outsourcing with emphasis on human resources and work experience. In the past studies, there was no way to formulate the qualitative factors, and they simply used the data from the organization, and the only formulation in their works was based on quantitative factors. But in this study, both factors with dynamic modeling have been formulated.

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Mapping the human resource focused enablers with sustainability viewpoints in Indian power sector

Cited by 34 publications

References 98 publications

Knowledge hiding in two contrasting cultural contexts

Knowledge hiding in two contrasting cultural contexts

Sustainable manufacturing and green human resources: Critical success factors in the automotive sector

A dynamic model of strategic outsourcing with emphasis on human resources and work experience in power industry of Iran

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