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1.
Partly as a consequence of the popularity of the ‘excellence’ literature of the early 1980s, there was a widespread acceptance that ‘corporate cultural change’ was one of the effective mechanisms within a strategic HRM approach to people management. However, recent research into imposed cultural change programmes in the late 1980s raises doubts about their effectiveness as change mechanisms, as management control devices and as contributors to business performance. This article engages in the current debate concerning the aims, design and implementation of cultural change but goes on to question the relevance of such an idea for organisations in the context of the 1990s. the article extends the many debates within the HRM and corporate culture literature by contextualising them within the emerging features of organisations in the 1990s. 相似文献
2.
Manlio Del Giudice Veronica Scuotto Armando Papa Shlomo Y. Tarba Stefano Bresciani Merrill Warkentin 《Journal of Product Innovation Management》2021,38(1):68-89
With the changing way people live, communicate, and work, enterprises are striving to shift their existing business model into a “self‐tuning” one. Enterprises are becoming more agile, adaptive, and ambidextrous in order to boost innovation in the current digital transformation era. Nowadays, “digital innovation” is closely associated with Industry 4.0 enablers and smart enterprises. Prior research has shown that while multinational enterprises—across many sectors—have already embraced the aforementioned advancements, their adoption by small and‐medium‐sized enterprises (SMEs) has so far taken place mainly in the manufacturing sector. Thus, based on a sample of 280 self‐tuned smart manufacturing SMEs and having utilized the structural equation modeling (SEM), this study was aimed to investigate how digital innovation is influenced by the three pillars of self‐tuning models—agility, adaptation, and ambidexterity. Our paper has focussed on the digital systems in which SMEs, spurred by networking and open innovation solutions, operate and innovate in response to external triggers, displaying a balance between exploration and exploitation, and a strong agile capacity. 相似文献
3.
Heather M. Rozjabek Craig I. Coleman Veronica Ashton François Laliberté Paul Oyefesobi Dominique Lejeune 《Journal of medical economics》2019,22(8):751-759
Objective: To assess long-term healthcare costs related to ischemic stroke and systemic embolism (stroke/SE) and major bleeding (MB) events in patients with non-valvular atrial fibrillation (NVAF) treated with non-vitamin K antagonist oral anticoagulants (NOACs).Materials and methods: Optum’s Clinformatics Data Mart database from 1/2009–12/2016 was analyzed. Adult patients with ≥1 stroke/SE hospitalization (index date) were matched 1:1 to patients without stroke/SE (random index date), based on propensity scores. Patients with an MB event were matched to patients without MB. All patients had an NOAC dispensing overlapping index date, ≥12?months of eligibility pre-index date, and ≥1 NVAF diagnosis. The observation period spanned from the index date until the earliest date of death, switch to warfarin, end of insurance coverage, or end of data availability. Mean costs were evaluated: (1) per-patient-per-year (PPPY) and (2) at 1, 2, 3, and 4?years using Lin's method.Results: The cost differences were, respectively, $48,807 and $28,298 PPPY for NOAC users with stroke/SE (n?=?1,340) and those with MB (n?=?3,774) events compared to controls. Cost differences of patients with vs without stroke/SE were $49,876, $51,627, $57,822, and $60,691 at 1, 2, 3, and 4?years post-index, respectively (p?0.001). These cost differences were $31,292, $35,658, $44,069, and $47,022 for patients with vs without MB after 1, 2, 3, and 4?years post-index, respectively (p?0.001).Limitations: Limitations include unobserved confounders, coding and/or billing inaccuracies, limited sample sizes over longer follow-up, and the under-reporting of mortality for deaths occurring after 2011.Conclusions: The incremental healthcare costs incurred by patients with vs without stroke/SE was nearly twice as high as those of patients with vs without MB. Moreover, each additional year up to 4?years after the first event was associated with an incremental cost for patients with a stroke/SE or MB event compared to those without an event. 相似文献
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This study proposes brand communities as an effective tool within the integrated marketing communication (IMC) system. The paper utilizes the Brand Concept Map quali-quantitative technique in order to represent and compare mental association texture within one group of non-members of a brand community versus one group of people engaged in the same community. Brand stimulus is Nutella (chocolate cream) which boasts a crowded and lively online brand community: Nutellaville. Results show that brand community is effective in terms of contribution, commonality, and complementarity within the IMC system. In particular, Nutella brand image within the online community participants is composed of some mental associations overlapping other communication tools (commonality), and by new mental associations (complementarity) referred to the brand image dimension named ‘brand as person’ (seductive, popular, reassuring); second, this anthropomorphism effect solves the issue of sense of guilt excited by chocolate (contribution). 相似文献
6.
The objective of this case is to introduce students to what is possibly the most complex agricultural cooperative in the United States and learn more about the economic issues involved in citrus production globally. Students are asked to analyze a strategy built around brand loyalty with higher costs and an inability to dictate to growers what varieties are most valuable to retailers. 相似文献
7.
Despite the important role of Neglected and Underutilized Species (NUS) in diversifying agriculture, supporting traditional farming systems and improving food and nutritional security particularly in marginal lands, very little attention is being paid to their mainstreaming in national policies and institutions. Based on a detailed review of the regulatory frameworks governing the conservation, sustainable use and equitable sharing of benefits arising out of plant genetic resources and the circulation and registration of seeds and improved varieties, this paper discusses the extent to which the measures in place in India may favour or affect the conservation and use of NUS. In addition to these frameworks, in view of the major change realized by the 2013 National Food Security Act which has included coarse cereals in the country’s Public Distribution System (PDS), the paper also incorporates this latest policy in its analyses. A special focus is given to small millets, a group of species with unexploited economic and nutritional potential but extremely important for marginal communities’ food security and livelihoods. A set of policy recommendations and opportunities to explore are proposed to address the identified constraints with the purpose of creating a more supportive policy environment and enhancing the national capacity to promote NUS. 相似文献
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9.
Veronica Hope Hailey 《International Journal of Human Resource Management》2013,24(7):1126-1140
In contrast to studies of HRM and innovation within hi-tech industries or greenfield sites, this paper uses longitudinal data to analyse the attempts of two mature corporations to shift from business strategies of 'cost reduction' and 'growth by acquisition' towards organizations that compete through innovation. The case studies describe how human resource management interventions and the structure of the HR function itself are used as change levers to support the shift in business strategies. By analysing the different organizational contexts, the paper identifies the complex microprocesses that either facilitate or constrain such organizational change. Its contribution lies in considering strategies concerned with innovation in both product and sales and marketing; in tracking these change processes over time using in depth case studies; and in considering innovation as a strategic trigger for corporate renewal. 相似文献
10.