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Susan Cartwright

The chapter examines the issue of workplace health and well-being. It explains how human capital reporting standards may help HR functions function account for the value of their employees and their collective knowledge, skills, abilities and capacity to develop and innovate. It argues that we need to broaden the meaning of well-being beyond its traditional and legislative concerns with health status from a medical perspective, and include job demands, control, role clarity, security, pay and equity, and wider factors such as co-workers, HR practices, and aspects of the workplace environment more generally. It examines the evidence from systematic reviews of flexible working to reveal a series of paradoxes facing HRM practitioners and examines some of the ways in which organisations can prevent and address the occurrence of ill health and promote health, well-being and performance. It addresses questions about responsibilities for this, and the choice of processes to monitor, address and modify workplace policies, practices and job characteristics.

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Helen Shipton, Veronica Lin, Karin Sanders and Huadong Yang

The chapter examines the relationship between innovation and HRM, through the literature on recognising, leveraging and releasing the creative and innovative behaviours of employees across specialisms, and across levels of the hierarchy. It develops a four-stage conceptualisation of innovation: problem identification; idea generation; idea evaluation; and implementation. It identifies two areas that would benefit from more focused research. First, distinguishing between environments where creativity and innovation is overtly required, as opposed to job roles where creative outcomes, while valuable, are not expressly called for as part of the job. Second, examining the effect that HRM has on individual creativity (idea generation) and the more collective process of innovation implementation. It examines the process of bottom-up emergence, and the ways in which HRM can support and underpin employees’ efforts not just to generate ideas, but also to work with others to foster their implementation.

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Wayne F. Cascio, John W. Boudreau and Allan H. Church

The chapter applies a risk optimisation lens and reframes talent management systems in ways that hedge risk and uncertainty. It uses the notion of human capital risk – uncertainty arising from changes in a wide variety of workforce and people-management issues that affect a company’s ability to meet its strategic and operating objectives. It examines the use of future scenarios to alleviate risks, and the concept of potential. It highlights two implications for practice: what this means for measuring candidate “potential”; and what the implications are for the ownership rights and decision accountability for talent development. It uses a Leadership Potential framework to demonstrate how organisations might take a more comprehensive and holistic view to framing the identification and prediction of future leadership success. It calls for four developments: improved HR information/talent management systems, databases, and managerial tools for planning different staffing scenarios and downstream implications; changes in the mindsets of leaders, the culture of organisations, reward systems, accountability; changes in our concepts of what talent management and succession planning are supposed to be about; and changes in the capabilities of HR professionals.

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Evelien Croonen

Given that the economic motives of franchisors and franchisees are not totally aligned, trust is an important issue in franchise relationships. Franchisors typically are the dominant partner and this may make franchisees feel vulnerable to their franchisors’ actions. For this reason it is important that franchisees trust their franchisors. This chapter summarizes and reviews literature on antecedents of franchisee trust as knowledge on such antecedents can help franchisors in improving the management of their franchise relationships. However, a major conclusion of this chapter is that knowledge on antecedents of franchisee trust is still fragmented. The chapter therefore ends by discussing several avenues for future research.

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Anette Nyqvist

By an analysis of the talk of institutional investors Anette Nyqvist describes and discusses some of the ways in which organizations having the primary goal of ‘making money’ increasingly also embark on projects of ‘doing good’. Empirically, Nyqvist focuses institutional investors, such as mutual funds, insurance companies and pension funds. These are large shareholder organizations commissioned to manage other people’s money which in later decades have emerged as influential front figures of the responsible investment industry, claiming to make money and make a difference and positioning themselves as the ‘active’ and ‘responsible’ do-gooders of finance. The chapter shows how institutional investors, seen as normative intermediary organizations, use ‘voice’, ‘dialogue’ and ‘small talk’ with the intent to (1) define and position themselves as a particular type of financial market actor, (2) foster and try to change companies that they own shares in and (3) set new standards for the investment industry.

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David G. Collings, Anthony McDonnell and John McMackin

This chapter evaluates the literature on talent management and establishes key trends in the research. It differentiates research that treats talent as a subject (where every individual’s strengths should be harnessed for the organisation’s benefit, the motivational effects associated with being classified as talent, and the attention that must therefore be given to the role of objective, fair, and transparent processes of identification), and research that treats talent as an object (where attention is given to the ability, competence, performance, and behaviours of a subset of the workforce that makes them comparatively more important than everyone else in terms of the value they add to corporate performance). It argues that by looking at the interplay between critical roles and talent in isolation, we can avoid the limitations of early research that segmented employees. It identifies three trends that will drive the talent agenda: the interface of talent management and performance management; the importance of context in talent management research; and how to engage this talent and maximise their contribution and rewards for sustainable organisation performance.

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Sabith Khan and Shariq Siddiqui

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Fiori A. Zafeiropoulou

The inability of the public sector to satisfy social needs such as poverty alleviation, social inclusion of disadvantaged groups and unemployment, have redefined the relationship between governments and citizens by making the latter play an active role as providers of the welfare state. Citizens, through their entrepreneurial activity, have been pulled into the third sector leading to the emergence of new organizational forms including social enterprises, social franchises and various types of social cooperative ventures and social interfirm alliances. This chapter provides a description of the concept of social franchising identifying its main characteristics and distinguishing it from business format franchising. Information on the process of formulating a social franchise, and lessons learned from various case studies are set out and a model for approaching the formation of social franchising from the lenses of systems theory and social network theory, the SoFraM – Social Franchise Model – is proposed. The model recognizes that the behavior of actors and organizations in the social economy sector is influenced by the properties and dynamics of elements coming from the political, social, organizational and individual level. Based on this approach a number of research questions are suggested which should lead to a deeper understanding and interpretation of the dynamics of the formation of social franchises.

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Andrés Hatum

Chapter 2 focuses on the role of talent for organizational creativity. The chapter states three types of talent in creative firms: collaborative talent, entrepreneurial talent, and heterogeneous talent. Cirque du Soleil is analyzed as a case study, emphasizing talent management in their organization.

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Karine Picot-Coupey, Jean-Laurent Viviani and Paul Amadieu

Building on the exploration–exploitation–ambidexterity perspective as a broad theoretical framework, the overall objective of this chapter is to contribute to a better understanding of the impact that different mixes of organizational forms have on performance in a retail setting. Four organizational forms are considered: (1) the plural form; (2) the dual form associating company-owned stores and shop-in-shops; (3) the dual form associating franchised stores and shop-in-shops; and, finally, (4) the combined form associating company-owned stores, franchised stores and shop-in-shops. These organizational design–performance relationships are tested on a sample of 170 French fashion retail networks. The results show that (1) none of the pure or dual forms tended to generate better financial performance than any other; (2) combining company-owned units, franchised units and shop-in-shops tends to generate better financial performance compared to dual and pure forms, up to a certain point.