The interactions between different types of financial and human resource slacks on firm performance: Evidence from a developing country

Fonseka, M. M.; Tian, G-L.; Yang, Xue-Chun; Rajapakse, R. L.T.N.

doi:10.4102/sajbm.v45i3.131

Cited by 8 publications

(6 citation statements)

References 58 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…в современных исследованиях по данной проблематике наибольший интерес вызывают два вида организационного резерва: человеческий (кадровый) резерв (human resource slack) и финансовый резерв [Fonseka et al, 2014;Paeleman, Vanacker, 2015;Vanacker, Collewaert, Zahra, 2017]. под кадровым резервом чаще всего понимается наличие «избыточного» числа сотрудников, а под финансовым -избыточные финансовые ресурсы, к которым относятся прежде всего денежные средства компании [Paeleman, Vanacker, 2015;Tran, nguyen, nguyen, 2018].…”

Section: финансовый резерв: мотивы формирования и связь с финансовой ...unclassified

“…в некоторых работах финансовый резерв анализируется совместно с другими видами организационного резерва, например с кадровым. в [Fonseka et al, 2014] установлено наличие нелинейной (квадратичной) зависимости рентабельности инвестиций компании как от кадрового, так и от финансового резерва. полученный результат относится и к отдельным видам финансового резерва компании, в частности к доступному и восстановимому.…”

Section: финансовый резерв: мотивы формирования и связь с финансовой ...unclassified

See 1 more Smart Citation

Assessment of the feasibility of establishing financial slack in a company: The model and its empirical verification

Berezinets¹,

Nikulin²,

Okulov³

2022

Vestnik SPbSU. Management

View full text Add to dashboard Cite

Financial slack refers to excessive financial resources of a company that exist in addition to those that are necessary for operating activities. Is it feasible for a company to create financial slack? The answer to this question is ambiguous. On the one hand, the existence of slack provides a company with resources that can be used, for example, in case of financial constraints or for investing. On the other hand, the creation of financial slack means that the underlying cash reserves cannot be used for other purposes, for example, for distribution to stockholders. The paper presents the model for valuing a company’s financial slack that builds on the investment motive for forming the slack. The slack itself is considered to be a real option. The proposed model stipulates the conditions under which the creation and storage of financial slack is expedient. Those conditions are determined by the current value of business as well as by its riskiness. The empirical verification of the model was conducted by using the sample of 180 Russian public companies, the shares of which were traded in 2012–2019. The study confirmed that the return on financial slack in the current period will be higher specifically for those companies which were recommended to form financial slack in the prior period according to the proposed theoretical model.

show abstract

Section: финансовый резерв: мотивы формирования и связь с финансовой ...unclassified

Assessment of the feasibility of establishing financial slack in a company: The model and its empirical verification

Berezinets¹,

Nikulin²,

Okulov³

2022

Vestnik SPbSU. Management

View full text Add to dashboard Cite

show abstract

“…There are several measurements of business performances: Financial performance (Return on Assets/ROA) and Nonfinancial performance (Quality) (Hassab-Elnaby, Hwang, and Vonderembse, 2012); ROA (Huang, 2010) Return on equity (Fonseka, Wang, Manzoor, Suhaib, 2013). In this study, business performance is measured by dimensions: sales, profitability, and market share.…”

Section: Business Performancementioning

confidence: 99%

Market Orientation and Value Creation in Improving Business Performance of the Fertilizer Industry in Indonesia

Pamoengkas¹

2020

ERSJ

View full text Add to dashboard Cite

Purpose: This research aims at examining the effect of market orientation and value creation on business performance of the fertilizer industry in Indonesia.Approach/Methodology/Design: This research used observation using time horizon with cross section one shot in year 2018. Unit of analysis in this research is organic fertilizer company or inorganic with company's management as the observation unit. The survey was conducted to 35 fertilizer companies in Indonesia. Verification analysis was used to measure quantitative data and hypothesis testing by using PLS (Partial Least Square). Findings: The findings showed that market orientation and value creation had a significant influence in improving business performance in the fertilizer industry in Indonesia. In addition, value creation had a greater role than market orientation in improving business performance.. Practical Implications: The result of this research is expected to give implication for business actor of fertilizer industry in Indonesia as an effort to improve its business performance by increasing value creation supported by increasing market orientation. Originality/Value: The result of this research is expected to give implication for business actor of fertilizer industry in Indonesia as an effort to improve its business performance by increasing value creation supported by increasing market orientation.

show abstract

“…The method was verified in a series of experiments involving different numbers of employees (5)(6)(7)(8)(9)(10)(11)(12)(13)(14)(15) and different numbers of tasks (16)(17)(18)(19)(20)(21)(22)(23)(24)(25)(26)(27)(28)(29)(30)(31)(32). The calculations were carried out to determine the time needed to synthesize a competence structure robust ( 1 R = ) to the absence of (any) one of the employees.…”

Section: Computational Experimentsmentioning

confidence: 99%

Competence allocation planning robust to unexpected staff absenteeism

Szwarc

Bocewicz

Banaszak

et al. 2019

Eksploatacja i Niezawodność – Maintenance and Reliability

View full text Add to dashboard Cite

Article citation info: (*) Tekst artykułu w polskiej wersji językowej dostępny w elektronicznym wydaniu kwartalnika na stronie www.ein.org.pl Eryk SzwArc Grzegorz BocEwicz zbigniew BAnASzAk Jarosław wikArEkCompetenCe alloCation planning robust to unexpeCted staff absenteeism planowanie przydziału kompetenCji odpornego na nieprzewidziane absenCje praCowników*In order to deal with unexpected events such as employee absenteeism and/or a demand for personnel that is higher or lower than expected, organizations need to adopt proactive and reactive scheduling strategies to protect the personnel roster and to respond to this operational variability, respectively. In this paper, we discuss a proactive approach that exploits the concept of employee substitutability to improve the flexibility of a personnel shift roster to respond to schedule disruptions. With a view to developing a DSS-driven method dedicated to competence allocation planning robust to unexpected staff absenteeism, we present the concept of the so-called robust employee competence structure. A declarative model of the concept allows to find an employee competence structure robust to a given set of disruptions while guaranteeing an admissible personnel allocation to the assumed set of tasks.Since the problem of designing such a robust structure is NP-hard, another goal of the present study is to propose a sufficient condition the fulfilment of which will guarantee the validity of calculations. Potential applications of the proposed solution are discussed using examples.

show abstract

The interactions between different types of financial and human resource slacks on firm performance: Evidence from a developing country

Cited by 8 publications

References 58 publications

Assessment of the feasibility of establishing financial slack in a company: The model and its empirical verification

Assessment of the feasibility of establishing financial slack in a company: The model and its empirical verification

Market Orientation and Value Creation in Improving Business Performance of the Fertilizer Industry in Indonesia

Competence allocation planning robust to unexpected staff absenteeism

Contact Info

Product

Resources

About