Dynamic
capability theory 1997 by David Teece, Gary Pisano and Amy
Shuen.
About :
Dynamic capability is a theory
of competitive advantage in rapidly changing environments. The capability of an organization to
purposefully adapt an organization's resource base. Dynamic capabilities theory
concerns the development of strategies for senior managers of successful
companies to adapt to radical discontinuous change, while maintaining minimum
capability standards to ensure competitive survival.
This theory
support the Hypothesis and model because Flexible Human Resources diversifies
the ability to integrate, build, and reconfigure competencies to deal with
rapidly changing environment. flexible HRM is the dynamic capability which
focuses on adapting attributes of employees i.e. skills, behaviors and
functioning according to the changing environment situations (Wright &
Snell, 1998;Wright, Dunford, & Snell, 2001).
Resource
based view 1999 by Wenerfelt, B.
About :
The
resource-based view (RBV) is a managerial framework used to determine the
strategic resources with the potential to deliver comparative advantage to a
firm. These resources can be exploited by the firm in order to achieve
sustainable competitive advantage.
RBV
supports it because Hr flexibility is the firm’s internal resource or
organizational capability that creates diverse skills, diverse behaviors and
stretchable Hr practices which are valuable, rare, difficult to imitate and substitute
and leading towards firm innovativeness to gain a sustainable competitive
advantage for the firm (Bhattacharya et al. 2005; Ngo & Loi, 2008).
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ID : 62215218220
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ID : 62215218216
Course : International Business ♡♥
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ID : 62212116266
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Review from the Journal
The topic of this journal is Flexible Human Resource Management and Form Innovativeness: The Mediating Role of Innovative Work Behavior. This journal shown that the organizations facing tough competitions in the environment. The objective of this study is to examine the relationship between Flexible human resource management, innovative work, behaviors and firm innovativeness together.
This study using the sample of 153 collected from the top and middle managers of high technology companies, the data was analyzed whose findings proved that flexible HRM positively impacts innovative work behaviors. further, innovative work behaviors positively impacts firm innovativeness. As the paper is quantitative in nature so the survey as a research method is adopted by using questionnaire designed on likert scale from 1-5 rating scale. This study being analyze by using scale developed.
In the analytical model of the research, flexible human resource management were independent variables, innovative work behavior as dependent variable and mediation analysis were using process macro plugin.
After determining all the information, results show that FHRM positively and significantly impacts innovative work behavior. So it shows that if organizations increase their flexibility in HRM, they could adjust and manage changing necessities so it will at that point upgrade the creative work practices of their employees.
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Friday, November 30, 2018 | 9:06 AM | 0comments
Dynamic
capability theory 1997 by David Teece, Gary Pisano and Amy
Shuen.
About :
Dynamic capability is a theory
of competitive advantage in rapidly changing environments. The capability of an organization to
purposefully adapt an organization's resource base. Dynamic capabilities theory
concerns the development of strategies for senior managers of successful
companies to adapt to radical discontinuous change, while maintaining minimum
capability standards to ensure competitive survival.
This theory
support the Hypothesis and model because Flexible Human Resources diversifies
the ability to integrate, build, and reconfigure competencies to deal with
rapidly changing environment. flexible HRM is the dynamic capability which
focuses on adapting attributes of employees i.e. skills, behaviors and
functioning according to the changing environment situations (Wright &
Snell, 1998;Wright, Dunford, & Snell, 2001).
Resource
based view 1999 by Wenerfelt, B.
About :
The
resource-based view (RBV) is a managerial framework used to determine the
strategic resources with the potential to deliver comparative advantage to a
firm. These resources can be exploited by the firm in order to achieve
sustainable competitive advantage.
RBV
supports it because Hr flexibility is the firm’s internal resource or
organizational capability that creates diverse skills, diverse behaviors and
stretchable Hr practices which are valuable, rare, difficult to imitate and substitute
and leading towards firm innovativeness to gain a sustainable competitive
advantage for the firm (Bhattacharya et al. 2005; Ngo & Loi, 2008).
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