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Jariah, Ainun. „The Quality Management Assistance Of Financial Governance On Ud “Dua Putra” Rice Mill Business In Kutorenon Sukodono“. Empowerment Society 3, Nr. 1 (28.02.2020): 1–4. http://dx.doi.org/10.30741/eps.v3i1.578.
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The activity aims to provide quality management assistance of financial governance on UD “DUA PUTRA” rice mill business in Kutorenon Sukodono, so that the company is able to improve the human resources ability in managing its business management; strengthen the human resources ability in the preparation of bookkeeping regularly and correctly; improve the ability to separate between business and household finances; find easy capital access. The method used in this community service activity has several stages, including initial surveys, interviews in order to find offered problems and solutions, business management assistance, financial management and UKM operational funding assistance. The weakness of partner mainly lies in the limited human resources ability in manage their business, the unavalaibility of human resources who understand business bookkeeping regularly, unseparated business and household finances and limited capital access. Targets to be achieved, include: increase partner skills in running its business sustainably; strengthening the ability of partners in the preparation of bookkeeping regularly and correctly; increasing the ability of partners in separating business and household finances and obtaining easy capital access.
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Brown, Travor C., Paula Marie O'Kane und Martin McCracken. „Developing a Human Resources Business Partner Life Cycle Model“. Academy of Management Proceedings 2016, Nr. 1 (Januar 2016): 13726. http://dx.doi.org/10.5465/ambpp.2016.13726abstract.
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Swanson, Richard A. „Business partner: An hrd mandate“. Human Resource Development Quarterly 4, Nr. 2 (1993): 121–23. http://dx.doi.org/10.1002/hrdq.3920040202.
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Bahuguna, P. C., P. Kumari und S. K. Srivastava. „Changing Face of Human Resource Management: A Strategic Partner in Business“. Management and Labour Studies 34, Nr. 4 (November 2009): 563–81. http://dx.doi.org/10.1177/0258042x0903400407.
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Various approaches and models of strategic human resource management have been developed within the framework of strategic HRM. Like many theories of organization, none are complete. Rather being right or wrong each approach points to different aspect of the process needed to develop effective strategic human resource functions. The issue of fitting HR practices to business strategy has become increasingly relevant over few years. Therefore, in the present study we have made efforts to highlight various issues that are relevant to the strategic HRM in the changing scenario of business environment. The present paper has been divided into six parts. In the first and second part, the changes occurring in the business environment and its implications for human resource functionaries have been discussed respectively. In the third part we have highlighted the changing role of human resource management. In the fourth part the historical background of strategic human resource management, its role in addressing the challenges of changing business scenario and determinants of strategic fit have been presented. In the fifth part the relationship of strategic human resource management and business performance has been reviewed and at last conclusions have been drawn that what needs to be done on the part of the HR functionaries and the organization itself to enhance the strategic fit between the various HR practices and the overall organizational strategic plan.
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Ulpah, Amalia, und Enti Sirnawati. „Profitability and income analysis of a rice seed cultivation partnership“. E3S Web of Conferences 306 (2021): 02032. http://dx.doi.org/10.1051/e3sconf/202130602032.
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The seed farming is a promising business that can be a solution to increase farmers’ income. However, limited capital, narrow land, and limited human resources and technology often become obstacles for farmers, especially small farmers, in running their business. Partnership patterns between rice seed farmers and partner companies can be a solution to overcome these problems. This study aims to determine the effect of partnerships on the level of profitability and farmer income. The research was conducted in Subang Regency, Indonesia. Samples were taken as many as 50 rice seed farmers. The analysis carried out includes cost analysis, income and profitability analysis. The results showed that rice seed farmers who have partners are more profitable than farmers who are not partners. This can be seen from the value of the R/C ratio in the farms of partner farmers, which is greater than that of non-partner farmers. Partner farmers have an R/C value of 1,3 while non-partner farmers have an R/C value of 1,14. When viewed from an income perspective, the income of partner farmers is higher than that of non-partner farmers. The income of the partner farmers is IDR 8.803.095, - while the non-partner farmers’ income is Rp. 4.154.691, -.
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Yusliza, Mohd-Yusoff, Nur Zahiyah Othman und Charbel Jose Chiappetta Jabbour. „Deciphering the implementation of green human resource management in an emerging economy“. Journal of Management Development 36, Nr. 10 (13.11.2017): 1230–46. http://dx.doi.org/10.1108/jmd-01-2017-0027.
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Purpose Drawing on the resource-based view (RBV) theory, the purpose of this paper is mainly to show how electronic human resource management (HRM), green employee empowerment, and human resource (HR) business partner role may influence green HRM practices. Design/methodology/approach A conceptual framework was proposed to test the direct effect of the three independent variables – and key HR factors – on green HRM. Self-administered questionnaire was adopted in a systematic collection of data from manufacturing and service organizations in Malaysia. The partial least squares method was used to test the conceptual framework of the study. Findings The empirical results demonstrate that green employee empowerment has a significant positive relationship with all dimensions of green HRM practices; the added value of HR business partner role is an important aspect in ensuring the successful implementation of green HRM practices; and surprisingly, electronic HRM was not significantly related with all dimensions of green HRM practices. Originality/value As revealed by searches of ISI Web of Knowledge and Scopus, there is no similar work which tested a similar framework based on evidence from an emerging economy. Based on RBV, it is possible to suggest that green employee empowerment and the role of HR as a Business Partner constitute unique resources when adopting green HRM practices.
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Mitsakis, Fotios V. „Human Resources (HR) as a Strategic Business Partner: Value Creation and Risk Reduction Capacity“. International Journal of Human Resource Studies 4, Nr. 1 (05.04.2014): 154. http://dx.doi.org/10.5296/ijhrs.v4i1.5285.
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The competitive forces firms face today, and will continue to face in the future, demand organizational excellence through which HR departments could make a real contribution to the business through their value-added and risk reduction capacity, while been accepted as equal strategic business partners in organizations. The article discusses HR department’s capability of being seen as an integrated value-driven business function, while it also demonstrates its risk reduction capacity, both critical outcomes of HR’s strategic positioning within the business agenda.
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Ariawan, Ariawan, und Budy Santoso. „PKM Usaha Kecil Menengah Kerajinan Karawo Di Kelurahan Padebuolo Kecamatan Kota Timur Kota Gorontalo Provinsi Gorontalo“. JATI EMAS (Jurnal Aplikasi Teknik dan Pengabdian Masyarakat) 2, Nr. 2 (27.10.2018): 105. http://dx.doi.org/10.36339/je.v2i2.163.
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Karawo's handicrafts as a superior cultural product of the region, is the identity and also the cultural heritagein Gorontalo City. However, the development of the two partners has problems both in terms of production process,management aspects, and marketing as well. The approach used in achieving the objectives of the CommunityPartnership Program (PKM) is a training method by practicing directly with partners, counseling with lectures,discussions and mentoring each partner and evaluation. The results of the Community Partnership ProgramImplementation (PKM) to overcome partner’s problems are: (a) Production aspects such as cooperating with thegovernment and producers/ distributors of raw materials, so that each partner has one distributor to fulfill raw materials,providing training and mentoring of motif designs using the computer program, so that each partner has skilled personnelin designing motifs using a computer program, Providing training and mentoring procedures and slicing techniques, sothat each partner has additional skilled personnel in the slicing process, Providing equipment / machinery assistance insupporting the production process, so that equipment / machinery is available in supporting the production process ineach partner. (b) Management aspects by providing training and mentoring to the management of business management,so that each partner has human resources who have knowledge and skills in business management. (c) Marketing aspectsby providing training and mentoring on promotion and marketing strategies through social media as well as the practiceof making online stores, so that each partner has the knowledge and insight on promotion and marketing strategies andhas one social media based online store that partners are able to manage by themselves
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Budiwati, Hesti. „Assistance The Importance Of Brand Awareness Home Industry "MAYA" In Lumajang“. Empowerment Society 3, Nr. 2 (26.08.2020): 36–40. http://dx.doi.org/10.30741/eps.v3i2.586.
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Home Industry is the smallest unit in a series of existing types of business, where household industries are generally managed independently as a family with the aim of increasing household income. The challenges for this home industry are also not easy. In general, because it is managed in a family environment or in one's own household, sometimes the management tends to be careless and mixed up between family finances and business finances. Starting from this reason, there is an interest in partnering with Hj's home industry salted egg "Maya". Umi Pristiwani in Jogotrunan Village, Lumajang Regency. Partners run their businesses whose main purpose is to help their families' economies. However, until now this partner has only been running his business as he is and has no brand, which means that he does not have a product identity but has a strong desire to move forward. Often partner businesses lose out in competing with other similar businesses. Partners are also not yet able to run their businesses that can create jobs for the surrounding community. The implementation of this community service activity achieves targets, namely (1) building understanding and awareness of the importance of brands for salted egg products, (2) improving partners' skills in running their businesses in a sustainable manner, (3) establishing understanding and the ability of human resources in creating jobs for the surrounding community, and (4) increasing marketing strategies so that they are able to compete in marketing their products. Intensive assistance and supervision to program partners needs to be carried out periodically and does not stop until the completion of this program, therefore the activity of the team and the staff of STIE Widya Gama Lumajang in providing guidance to these partners needs to be carried out on an ongoing basis.
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Amboningtyas, Dheasey. „TRANSFORMASI HUMAN RESOURCES SEBAGAI STRATEGIC BUSINESS PARTNER (Studi Kasus pada UMKM Kota Semarang)“. JURNAL EKBIS 20, Nr. 2 (01.09.2019): 1290. http://dx.doi.org/10.30736/ekbis.v20i2.238.
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Barroso-Méndez, María Jesús, Clementina Galera-Casquet, Víctor Valero-Amaro und María Teresa Nevado-Gil. „Influence of Partner Characteristics and Relational Capital on the Success of Business/Nonprofit Organization Partnerships“. Complexity 2020 (04.11.2020): 1–20. http://dx.doi.org/10.1155/2020/2173085.
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The 2030 Agenda for Sustainable Development is the largest framework of global cooperation for human and environmental development on a global scale. This framework requires new responses in the social and political spheres. To a large extent, these can come from different economic and social sectors working together to create synergies that will allow quantitatively significant progress to be made towards the United Nations’ Sustainable Development Goals (SDGs). Because of that, in the last few decades, the number of cross-sector social partnerships, and, in particular, partnerships between businesses and nonprofit organizations (NPOs), has increased enormously. However, despite their importance, a large proportion of these partnership processes have been unsuccessful due to the different characteristics of the partners and the relational complexity involved in the multiple factors that affect the collaboration over time. In this regard, the business-NPO literature has stressed the importance of improving the existing understanding of the main factors which favour a partnership’s success as well as the interrelationships among those factors. Following different theoretical perspectives used mainly in the context of business-to-business collaborative relationships, the authors test how partner characteristics indirectly influence the success of the partnerships through relational capital. The results, based on a sample (n = 102) of Spanish businesses in collaboration relationships with NPOs, show that partner characteristics (shared values and resource complementarity) help in the formation of relational capital (trust, information sharing, and commitment), and that this positively influences the success of such partnership processes (achievement of objectives and satisfaction of the partners).
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Dai, Liangtie, und Jun Qiu. „Human Resource Business Partner Mode Transformation Practice in a Chinese State-Owned Company“. Journal of Human Resource and Sustainability Studies 04, Nr. 01 (2016): 32–38. http://dx.doi.org/10.4236/jhrss.2016.41004.
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McCracken, Martin, Paula O'Kane, Travor C. Brown und Mark McCrory. „Human resource business partner lifecycle model: exploring how the relationship between HRBPs and their line manager partners evolves“. Human Resource Management Journal 27, Nr. 1 (25.10.2016): 58–74. http://dx.doi.org/10.1111/1748-8583.12125.
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Schaupp, Ludwig Christian, und France Bélanger. „Social Commerce Benefits for Small Businesses“. Journal of Organizational and End User Computing 28, Nr. 3 (Juli 2016): 49–66. http://dx.doi.org/10.4018/joeuc.2016070104.
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Small businesses represent an important element of many western economies. However, they often struggle with resources needed to succeed, and small business owners often have to perform many, if not all, roles in their organizations. One of the key functions that small businesses need to excel at for business success today is social commerce since much of their business is migrating towards the use of social media for business. In this study, determinants of social commerce benefits for small businesses are explored. Using survey data from 60 small companies, this research identifies stakeholder pressure and partner pressure as the most significant factors in determining social commerce benefits for small business. Implications of these findings and provide suggestions for future research are discussed.
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Winch, Sławomir. „Human Resource Business Partner as a Source of Conflicts in an Enterprise – Research Results“. Journal of East European Management Studies 26, Nr. 2 (2021): 198–213. http://dx.doi.org/10.5771/0949-6181-2021-2-198.
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The article elaborates on a thesis that development of new functions of the Human Resource Business Partner (HR BP) generates conflicts in three areas of operation of an enterprise: the structure, organizational culture, and goal attainment strategy. A commentary on the concept of the HR BP is provided and the functions propounded within its framework are discussed. Based on qualitative research on three large enterprises in Poland, the following strategies for the introduction of changes in the HR BP are the subject of analysis, that is: maintaining the status quo in power relations, expansion of influence over time, and the policy of small steps. It was concluded that an important factor affecting selection of a strategy is the organizational culture described from the perspective of the concept of Trompenaars and Hampden-Turner.
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Wan Hussin, Wan Nordin, Hasan Mohamad Bamahros und Siti Norwahida Shukeri. „Lead engagement partner workload, partner-client tenure and audit reporting lag“. Managerial Auditing Journal 33, Nr. 3 (05.03.2018): 246–66. http://dx.doi.org/10.1108/maj-07-2017-1601.
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Purpose Motivated by a recent call from DeFond and Zhang (2014) for auditing scholars to use “a richer set of audit firm, auditor office, and individual auditor characteristics to capture competency”, this study aims to extend the related line of research by examining the association between lead engagement partner workload, defined as the number of public listed clients the partner is in charge of, and audit lag. The moderating effects of partner tenure on the partner workload–audit lag relationship have also been examined. Design/methodology/approach The association between auditor workload and financial reporting timeliness on 651 non-financial firms listed on Bursa Malaysia is tested in this study. Data to compute the partner workload are based on 222 lead engagement partners who signed off the audit reports for all 892 public listed firms in 2013. Findings The busy auditors are observed to prolong audit lags, and the effect is more acute for non-Big 4 clients, busy season clients and a short partner tenure. The engagement partners with heavy workload can also mitigate the adverse effects of reduced audit report timeliness when they have a longer partner–client tenure. Research limitations/implications This study may understate the level of engagement partner workload when partners have private firms in their client portfolios. Notwithstanding that, this study reiterates the growing importance of examining accounting and auditing outcomes at the individual partner level. Practical implications The findings that over-burdened engagement partner takes a longer time to complete the audit add to the current debate, where audit regulators and various stakeholders are actively promoting discussions on potential indicators of audit efficiency and quality. Originality/value This study provides new evidence on the association between partner workload and audit reporting lag, which has hitherto been unexplored. This study also extends the research carried out by Gul et al. (2017) and Sharma et al. (2017) by providing additional evidence on the relationship between partner tenure and audit delay.
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Gupta, Seeta, und A. Uday Bhaskar. „Doing business in India: cross-cultural issues in managing human resources“. Cross Cultural & Strategic Management 23, Nr. 1 (01.02.2016): 184–204. http://dx.doi.org/10.1108/ccsm-09-2014-0112.
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Purpose – Given the increasing global significance of Indian markets, multi-national corporations (MNCs) are keen to do business here; however, cross-cultural issues can be barriers in managing human resources (HR) in international businesses. The purpose of this paper is to understand how MNCs can successfully do business in India, with special reference to cross-cultural issues and management of HR. Design/methodology/approach – In-depth interviews were conducted with executives working in MNCs and Indian MNCs based in India and abroad. Respondents were senior professionals, working in diverse sectors and had global work experience for about five years. Majority of the interviews were conducted in Delhi and some were conducted in Singapore. Interviews responses were qualitatively analysed. Findings – Findings reveal that MNCs wanting to do business in India need to have a long-term business focus, a well-defined expatriate policy and deep pockets to experience growth and payoffs on investments. In order to be successful, they need to understand India culturally and geographically, build trusting relationships with HCNs, partner with local players who are familiar with domestic challenges and localize the best practices of the west. Attrition and retention being the major challenges in India, compensation alone is not enough to attract and retain talent. Understanding Indian psyche and offering individuals a unique value proposition such as challenging roles and professional growth is imperative for creating an attractive employer brand in order to win the war for talent. Research limitations/implications – Though sample size is small, this research has implications for MNCs operating in India or planning to set up Indian operations. Originality/value – Inferences have been drawn out of primary data collected from senior executives who were handling core MNC operations and sharing their wealth of experience. The findings give fresh insights into the whole issues of MNC management involving cross-cultural and HR issues.
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Mothersell, William M., Michael L. Moore, J. Kevin Ford und Jim Farrell. „Revitalizing Human Resources Management in State Government: Moving from Transactional to Transformational HR Professionals in the State of Michigan“. Public Personnel Management 37, Nr. 1 (März 2008): 77–97. http://dx.doi.org/10.1177/009102600803700106.
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This article illustrates how the State of Michigan transformed human resources in state government by developing HR leaders for the future. A transformational plan was developed in March 2000 to enhance the effectiveness of HR programs and services, foster a consultative approach to delivering HR programs and services, develop human resources as a strategic business partner and change agent with agency management, and create the capacity to incorporate HR best practices into state HR systems. This article also provides the HR vision for change, the training design to transform HR into a business partner and change agent, and the methodology and data that support this transformational plan. An innovative multiyear project-based learning design, featuring teams from state agencies, used workshop content to leverage system change across state departments. Finally, this article documents the change projects designed and implemented by agency teams, reports participants' reactions, communicates skill-set and mindset enhancements, and presents ideas for future diffusion.
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BAREEVA, Irkyam Adgamovna, Sergey Mikhailovich VASIN, Galina Alekseevna SUGROBOVA und Lunika Nikolaevna KORCHAGINA. „Social Partnership in Human Resources Management“. Journal of Advanced Research in Law and Economics 8, Nr. 8 (30.08.2018): 2339. http://dx.doi.org/10.14505/jarle.v8.8(30).04.
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The present article provides a retrospective analysis of the views of various authors on the problem of social partnership, considering social partnership as an alternative to social confrontation, as a means to harmonize the interests of various social groups in the process of resolving emerging contradictions in various areas of public practice. It was pointed out that partnership allows striking a balance of mutual interests in achieving an overall objective, effectively allocating the available resources and opportunities. The article presents the analysis of the activities of a trade union organization as a social partner, the analysis of social and labor relations in an industrial business. The authors have revealed significant problems in the field of social partnership, on which they have developed several practical recommendations.The analysis is based on social activity index calculation in a trade union organization. To comply with confidentiality requirements, property rights and trade secrets, the enterprise name is not listed.
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Napshin, Stuart A., und Arash Azadegan. „Partner attachment to institutional logics: The influence of congruence and divergence“. Journal of Management & Organization 18, Nr. 4 (Juli 2012): 481–98. http://dx.doi.org/10.5172/jmo.2012.18.4.481.
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AbstractPartnerships are increasingly important to firm product innovation. They also increasingly involve parties that are attached to different institutional logics. We examine the effect of firm and partner attachments to the same and different institutional logics. Findings suggest that when partners are attached to the same institutional logic, new product development performance is positively influenced. However, when partners are attached to different institutional logics, new product development is negatively influenced. When controlling for attachment to different institutional logics, partnerships with private companies are more beneficial than partnerships with government research institutions.
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Piwowar-Sulej, Katarzyna. „Rola HR biznes partnera w organizacji zorientowanej na projekty“. Central European Review of Economics and Management 1, Nr. 2 (08.08.2017): 77. http://dx.doi.org/10.29015/cerem.317.
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Aim: The paper seeks to supplement the theory of HR business partnering by presenting the concept of the role of HR business partner in project-oriented organizations. To this end, the intermediate stages of the study encompass the discussion how the role of HR department as a business partner is being formulated against other roles, and the description of the current role of HR experts in the organizationsanalyzed.Design / Research methods: The research process employed the literature research and author’s own study carried out over 2014-2015 in project-oriented organizations.Conclusions / findings: The role of business partner is present in 10% of the examined enterprises, with the source of capital and the entity size being of minor importance. Projects play a key role in the development of contemporary undertakings. Moreover, the primary role in terms of the implementation of any organizational activities is exercised by people. Thus, the opportunity emerges to implement and modify the concept of HR business partnering. This will lead to a greater professionalization of staffing, which will ultimately affect positively the implementation of strategy of the organizations under discussion.Originality / value of the article: The publications on project management as well as those concerned with human resources management have so far not addressed the issue of the development of the HR business partner role in the organizations under discussion. The considerations, of both theoretical and practical nature, contribute to the theory of management, being much relevant owing to the ever growing popularity of the concept of management through projects.Implications of the research: project management, project-oriented organization, HR department, HR business partner
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Suresti, Amna, Ida Indrayani und Uyung G. S. Dinata. „Pemberdayaan Usaha Ekonomi Produktif bagi Masyarakat di Jawa Gadut, Kelurahan Limau Manis, Kecamatan Pauh, Padang“. Jurnal Warta Pengabdian Andalas 27, Nr. 1 (10.03.2020): 28–34. http://dx.doi.org/10.25077/jwa.27.1.28-34.2020.
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This activity was carried out in Java Gadut, Limau Manis Village, Pauh District, Padang. West Sumatra Province. This area has the potential for culinary business because it is located around the Andalas University campus, but this business has not been explored either due to lack of knowledge on how to improve and manage the business. This activity aimed to improve and develop human resources and community empowerment efforts through various community service programs and it is hoped that this potential can be developed. This activity was carried out with counseling methods, lectures, training and provision of equipment. The results of this activity can increase entrepreneurial motivation for partners. This can be seen from the results of their response to the activities carried out, most (85%) they are satisfied with the existence of this service activity. Increasing the entrepreneurial spirit of the members of the food business is expected to increase partner income.
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Tahwin, Muhammad. „PKMS Pelatihan Usaha dan Pemasaran Produk UKM Keripik Tempe ’86’“. Journal of Dedicators Community 4, Nr. 1 (31.01.2020): 12–21. http://dx.doi.org/10.34001/jdc.v4i1.970.
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The program of stimulus community partnership aims to expand the market share and develop the human resources quality for the partner, it is the UKM of Keripik Tempe ‘86”, Tahunan Village, Sale District, Rembang Regency. The activities carried out including training, facilitating and accompanying. Training is carried out in two stages. The first training stage includes the material such as, business management, financial administration, business motivation, product packaging, product photograph techniques, and product innovation. The second training stage includes the material such as, e-commerce, making data base and sales transaction. Facilitation program is carried out by facilitating web creation. Activity for expanding market share is carried out by PKMS team with the purpose that the partner is able to manage web in order to expand the market share, also able to carry out financial administration well. The result of the activity shows that: (1) There is an enhancement of partnership managerial capability from business management or financial administration, (2) Partner is able to manage e-commerce media to input product data, and sales transaction, (3) Partner has capability to carry out online selling transaction.
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Armstrong, Geoff. „Differentiation through people: How can HR move beyond business partner?“ Human Resource Management 44, Nr. 2 (2005): 195–99. http://dx.doi.org/10.1002/hrm.20064.
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Amrina Rosyada. „PENDAMPINGAN PEMBENTUKAN BADAN USAHA MILIK DESA (BUMDES) DESA KENDALASEM WEDUNG DEMAK“. Dinamisia : Jurnal Pengabdian Kepada Masyarakat 3, Nr. 2 (21.01.2020): 235–43. http://dx.doi.org/10.31849/dinamisia.v3i2.3292.
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This engagement partner is the goverment of Kendalasem village , Wedung, Demak. The main problem of partners is the unbalanced abundance of potential possessed by the lack of human resources and ignorance about village’s business institution (Bumdes). Therefore, the engagement team made a program, namely the Formation of Bumdes for Kendalasem village. The methods used are education, outreach, training and assistance. The results of this dedication are: a) the formation of the Bumdes officially named Kendalasem Jaya; b) The village’s potentials had been mapped; c) the bumdes management team and business units had been formed ; and d) the village regulation related to Bumdes had been made. This community engagement program has a significant impact in establishing Bumdes as a step to increase community participation in order toimprove the economy and welfare of the community.
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Hutcheson, Joanne. „From black sheep to aspiring business partner: HR's turnaround at Delaware investments“. Journal of Organizational Excellence 23, Nr. 3 (2004): 33–43. http://dx.doi.org/10.1002/npr.20014.
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Signer, John. „A cultural revolution transforms ACUITY as an employer and a business partner“. Journal of Organizational Excellence 24, Nr. 2 (2005): 17–28. http://dx.doi.org/10.1002/joe.20044.
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Park, Chan-Soo. „Knowing When to Merge: A Small IT Business in Korea Considers Its Options“. Asian Case Research Journal 13, Nr. 02 (Dezember 2009): 299–318. http://dx.doi.org/10.1142/s0218927509001273.
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This case study focuses on how a Korean software firm, CCMedia, executed a successful global strategy by merging with its technology partner to gain access to international markets. The case study also reviews the key challenges CCMedia faced after the merger. Intangible assets, such as IT technology, could allow CCMedia to earn overseas capital investment through the merger. With capital and human resources backup from IT Inspire Inc., its former technology partner, CCMedia could enter foreign markets. This case examines the transformation of a strategic technology alliance to a hierarchical structure as a result of a merger. It shows that technology-related alliances could play an important role in possible takeover activities. It provides insights into strategies that technology-based small businesses in Korea could follow to enter international markets.
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ALHAZEMI, ABDULRAHMAN, ALI. „The Roles of Saudis Human Resources Management as Strategic Business Partner: Toward Accomplishing the Saudis 2030 Vision“. International Review of Management and Business Research 8, Nr. 2 (20.06.2019): 210–18. http://dx.doi.org/10.30543/8-2(2019)-7.
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ALI ALHAZEMI, ABDULRAHMAN. „The Roles of Saudis Human Resources Management as Strategic Business Partner: Toward Accomplishing the Saudis 2030 Vision“. International Review of Management and Business Research 8, Nr. 2 (20.06.2019): 210–18. http://dx.doi.org/10.30543/8-2(2019)-8.
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Swasono, M. Aniar Hari, und Wenny Mamilianti. „IbM Mix Farming Dengan “Nutrisi Alami” Solusi Pemenuhan Kebutuhan Pangan yang Sehat dan Segar“. JATI EMAS (Jurnal Aplikasi Teknik dan Pengabdian Masyarakat) 1, Nr. 2 (14.10.2017): 47. http://dx.doi.org/10.36339/je.v1i2.49.
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The livelihoods the people of Sekarmojo village are mostly farmers and farm laborers. The average level ofeducation is primary school. This becomes an obstacle in technology adoption. The village location is linked to a stonypath and not yet all paved. This condition causes the community of Sekarmojo Village not yet maximally in adoptinginformation especially information technology. Issues that exist within the partner community group, among others : (1)the lack of knowledge and technology in improving local resource-based welfare, (2) extensive yard has not been usedsustainably, (3) livestock and fishery activities have not been managed with sustainable technology, (4) housewife'sactivities yet leads to productive activities, (5) the supply of food (fish, meat and vegetables) that fresh can not be obtainedat any time. The purpose of this activity are: (1) Providing science and technology to the community in managing yardthat produces vegetables, meat and organic fish, (2) realizing sustainable food home area in Sekarmojo PurwosariPasuruan village, (3) increasing of human resource quality in production activity agriculture, (4) creating new businessopportunities within the community, (5) opening and expanding networks of cooperation with private and governmentagencies. The benefits of this activity are (1) the fulfillment of family food needs (2) the community has productiveactivities, (3) the formation of new business. Methods of implementation include community counseling, training, directdemonstration / practice, mentoring and evaluation to see the effectiveness of the program so that the program will besocialized efficiently. The results have been achieved, among others: (1) Partners have been able to create naturalnutrients that are useful for planting vegetables, fish farming and chicken farming. (2) Partners have an understandingand an increasing insight in the management of the yard. (3) Partners have new businesses that can supplementhousehold income, namely vegetable seeding business and organic vegetable sales. (4) Partners have started to make thedesign / business plan of breeding business
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Cascio, Wayne F. „From business partner to driving business success: The next step in the evolution of HR management“. Human Resource Management 44, Nr. 2 (2005): 159–63. http://dx.doi.org/10.1002/hrm.20058.
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Chakravarti, Ranjan, und Nilanjana Bhaduri. „Redesigning Matrixed Organisations: HR Responsibilities“. NHRD Network Journal 13, Nr. 2 (April 2020): 197–202. http://dx.doi.org/10.1177/2631454120924734.
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Organisations have used matrix structures to stay agile and flexible to do more with less. However, these structures with a dual chain of command have been fraught with power struggles, defeating the purpose of a matrix. Unfortunately, in most cases, the business continues to struggle with these issues. In India, managing the generational difference in family-owned businesses is akin to the matrix organisation and hence has similar complexities. Human resources (HR) as the custodian of organisation culture has the power to restructure. To do this, HR first needs to reinvent itself and make itself a trusted partner to the business. This article highlights some of these practices that HR needs to unlearn and learn that would help HR address the organisation structure to peak performance.
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Dewantoro, Albertus Daru, Alberth Alberth, Nathan Nikolaus, Yohanes D. C. Ivan, Fransisca L., Fininonsi J. und Kristoforus Mone. „Implementasi SWOT dalam Penentuan Program Pendampingkan Pemberdayaan UKM Produksi Pangan Rumah Tangga“. Jurnal ABDINUS : Jurnal Pengabdian Nusantara 3, Nr. 1 (05.09.2019): 100. http://dx.doi.org/10.29407/ja.v3i1.13110.
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The government encourages community elements to be economically independent. The encouragement and support was realized with facilities for the community to establish UKM. Through SMEs, the community is expected to be able to empower all the resources they have to achieve prosperity. SMEs in the food sector are very high growth, SME capacity development needs to be improved, and food security issues need to be addressed. Fulfillment of safe and quality food is the basic right of every human being, including food produced by the Household Food Industry. CV. Panca Boga Langgeng is our abdimas partner that produces household-scale food products, which have the desire to increase its business capacity, the obstacles faced are market share only limited to family, friends and circles around the place of business. Business owners cannot produce on a larger scale and market widely because they do not have legality. To understand the problems and potential of our partner SMEs, we use the SWOT method, the work system of the SWOT method in formulating strategic solutions is outlined in the matrix, internal and external aspects are used as the basis for determining strategies or efforts that can be achieved so that business objectives can be achieved. The results of community service activities include: the partner has a NPWP, a business permit and has received a registration number for the management of BPOM's distribution permit.
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Stark, Ernie, und Paul Poppler. „Evolution of a Strange Pathology: HRM as a Strategic Business Partner and Employee Advocate in the USA“. Employee Responsibilities and Rights Journal 29, Nr. 1 (22.09.2016): 1–14. http://dx.doi.org/10.1007/s10672-016-9282-0.
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Berglund, Nathan Robert, und John Daniel Eshleman. „Client and audit partner ethnicity and auditor-client alignment“. Managerial Auditing Journal 34, Nr. 7 (01.07.2019): 835–62. http://dx.doi.org/10.1108/maj-10-2018-2036.
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PurposeThe purpose of this study is to examine the role of ethnic similarity in the audit partner–client manager relationship and its impact on auditor selection and retention decisions.Design/methodology/approachThe authors use name matching analysis to infer ethnicity of audit partners and client managers in the US nonprofit reporting environment. The authors examine the degree of ethnic similarity (co-ethnicity) between the two parties and model auditor selection and retention decisions as a function of co-ethnicity. The authors also model reporting attributes as a function of co-ethnicity.FindingsThe authors find that the ethnic similarity between the client manager and their external audit partner is a significant determinant of auditor-client alignment. Specifically, the authors find that clients are more likely to select and retain an audit partner who is ethnically similar to the client manager. The authors find that co-ethnicity is associated with a lowered propensity to issue a going concern opinion to a financially distressed client and an increased occurrence of underreporting of fundraising and administrative expenses.Research limitations/implicationsTaken together, the evidence suggests that ethnic diversity (the opposite of co-ethnicity) in the auditor-client relationship is associated with higher audit quality. These findings are relevant to client managers, audit committees and public accounting firms as they make auditor selection and reporting decisions.Originality/valuePrior studies have found that co-ethnicity influences the formation and future success of various business partnerships. The auditor-client relationship is a unique setting within the business environment where the two parties must balance their desire to maintain a close relationship with their need to maintain independence. The study is the first to examine the role of ethnicity in the auditor-client relationship.
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Wolf, Sebastian, Barbara E. Weißenberger, Marius Claus Wehner und Rüdiger Kabst. „Controllers as business partners in managerial decision-making“. Journal of Accounting & Organizational Change 11, Nr. 1 (02.03.2015): 24–46. http://dx.doi.org/10.1108/jaoc-10-2012-0100.
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Purpose The purpose of this study is to examine whether controllers are willing to and/or general managers are expecting them to act as business partners and, hence, to analyze the related consequences from a manager’s point of view. Design/methodology/approach This study is based on a dyadic data set gathered from 112 German head controllers and corresponding general managers in the period of March to May 2009. Drawing on the theory of reasoned action (Fishbein and Ajzen, 1975), the authors examine controllers’ attitude, subjective norm and behavior regarding their participation in managerial decision-making. Further, the authors analyze general managers’ assessment of related outcomes, such as internal efficiency and process improvements and use covariance-based structural equation modeling to test for the theoretical relationships. Findings Results show that controllers’ behavior is strongly influenced by management’s expectations. Moreover, the results support the notion that business partnering is associated with organizational improvements regarding internal processes, decisions and efficiency, thereby increasing the contribution of the controllers’ department to the competiveness of an organization. Research limitations/implications Our study focuses on a limited set of variables and does not incorporate different hierarchy levels, which could be avenues for further research. Still, our findings highlight the importance of management’s expectations as triggers for business-oriented behavior of controllers. Originality/value Theory and empirical evidence in the research area of controllers’ business orientation are still underdeveloped and, therefore, knowledge about the micro-processes and determinants on an individual level for becoming a business partner, as well as on the related outcomes of such a behavior is still limited. The results contribute to literature by highlighting the importance of general managers’ expectations as triggers for business orientation of controllers and its related benefits for the organization.
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Siregar, Onan M., und Selwendri. „Development of frozen food Royal Food UMKM“. ABDIMAS TALENTA: Jurnal Pengabdian Kepada Masyarakat 4, Nr. 2 (12.12.2019): 683–86. http://dx.doi.org/10.32734/abdimastalenta.v4i2.4209.
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Community service activities aim at increasing the competitiveness of fostered partners in dealing with market developments. The potential of developing frozen food UMKM products is still very open because it is very popular among many people in the City of Medan. Royal Food also experiences the same thing as most UKMKs in Medan, which generally have limited human resource quality of education. The workforce in UKMK is dominated by workers with low education and do not have good financial management and the low utilization of technology. This community service activity was carried out over a period of six months. Activities carried out in the form of socialization and counseling to partners, training in business development and marketing, safe and hygienic production practices and designing more attractive packaging, carrying out production and marketing to partner monitoring and evaluation. After getting a touch of good design, proper management, modernization of production equipment, attractive promotional media, UMKM Royal Food is able to experience business development with increasingly high sales and more competitive products.
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Sharma, Garima, und Pratima Bansal. „Partners for Good: How Business and NGOs Engage the Commercial–Social Paradox“. Organization Studies 38, Nr. 3-4 (02.02.2017): 341–64. http://dx.doi.org/10.1177/0170840616683739.
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Businesses and NGOs are collaborating more frequently to address social issues with commercial solutions, yet not all collaborations work well. We wanted to know why some collaborations struggle where others succeed. We studied five projects in India in which businesses bought goods and services from NGOs that employed disadvantaged people. Two of these five projects met the expectations of both parties, whereas the other three did not. By drawing on the paradox literature, we argue that the project’s success indicates that the business and NGO engaged the commercial-social paradox. We found that in the projects that worked well, the two parties held fluid categories, i.e. they saw differences between business and NGO as contextual and aimed to find creative workarounds to emergent problems. In the projects that did not work well, businesses and NGOs imposed categorical imperatives, i.e. they saw sharp differences that they intensified by imposing standardized and familiar solutions on their partner. We contribute to the literature on paradox to show how cognition and action create generative or limited outcomes. We also weigh in on the ontological foundations of paradox, arguing that actors that assume that paradoxes are a social construction are more likely to engage paradoxes than actors that assume paradoxes are a social reality.
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Suseno, Yuliani, und Vanessa Ratten. „A theoretical framework of alliance performance: The role of trust, social capital and knowledge development“. Journal of Management & Organization 13, Nr. 1 (März 2007): 4–23. http://dx.doi.org/10.5172/jmo.2007.13.1.4.
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AbstractWhile studies on alliances have been substantial in the international business literature, much is still unexplored in understanding what alliance performance really is and how superior alliance performance is facilitated (Das & Teng 2003). Drawing from research on alliances, we develop a theoretical framework to examine alliance performance by integrating a partner analysis approach, focusing on alliance trust, alliance partners' social capital, and knowledge development from alliance relationships. We consider the level of mutual trust between alliance partners to be the precursor to such relationship (Das & Teng 1998). Trust, we argue, subsequently builds and enhances the partners' social capital. Two types of social capital are considered in this article: internal social capital and external social capital. In developing our framework, we further subscribe to the notion that knowledge is a contributing factor to superior alliance performance, and consider how such relationships influence the development of partners' knowledge in terms of the development in the tacit firm-specific and the more explicit market-specific knowledge. Key managerial implications and suggestions for future research are discussed.
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Turpin, Tim, Sam Garrett-Jones und Kieren Diment. „Scientists, Career Choices and Organisational Change: Managing Human Resources in Cross Sector R&D Organisations“. Journal of Management & Organization 11, Nr. 2 (März 2005): 13–26. http://dx.doi.org/10.1017/s1833367200004260.
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ABSTRACTThe resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.
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Zhao, Shasha, und Constantinos-Vasilios Priporas. „Information technology and marketing performance within international market-entry alliances“. International Marketing Review 34, Nr. 1 (13.02.2017): 5–28. http://dx.doi.org/10.1108/imr-01-2016-0024.
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Purpose The purpose of this paper is to engage in a comprehensive review of the research on information technology (IT)-mediated international market-entry alliances. Design/methodology/approach This paper provides a theory-informed conceptual framework of IT-enabled cross-border interfirm relationships and performance outcomes. It integrates perspectives of resource-based view (RBV) and transaction cost economics (TCE) to argue that the establishment of interfirm IT capabilities enhances the marketing performance of the foreign partner in the host location by improving interfirm relationship governance. Furthermore, IT-related risks and contextual restrictions are identified as important moderators. Findings Conceptualisations of IT capabilities, IT-enhanced interfirm governance, and IT-led marketing performance improvement are suggested. Drawing on RBV and TCE, IT resources, related human resources, and IT integration between partner firms in combination enhances the ability of firms to manage the relationship more effectively through shared control, interfirm coordination, cross-firm formalisation, and hybrid centralisation. These benefits then bring about better upstream and downstream marketing performance in the host location. Additionally, IT capabilities help to mitigate possible contextual limitations and risks. Research limitations/implications The paper offers a number of theory- and literature-informed research propositions which can be empirically tested in future studies. Practical implications Top managers of firms currently in or planning to enter international alliances for market entry should carefully consider effective development of interfirm IT capabilities in terms of readiness of hardware and software, human resources, and organisational resources. Originality/value The paper provides an integrated framework and propositions which contribute to limited understanding and appreciation of IT value in international market-entry alliances.
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Turpin, Tim, Sam Garrett-Jones und Kieren Diment. „Scientists, Career Choices and Organisational Change: Managing Human Resources in Cross Sector R&D Organisations“. Journal of the Australian and New Zealand Academy of Management 11, Nr. 2 (März 2005): 13–26. http://dx.doi.org/10.5172/jmo.2005.11.2.13.
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ABSTRACTThe resource-based view of the firm has drawn attention to the role of human resources in building innovative capacity within firms. In ‘high technology’ firms, scientific capability is a critical factor in achieving international competitiveness. Science, however, is a costly business and many firms are entering into cross-sector R&D partnerships in order to gain access to leading edge scientific capability. The Australian Cooperative Research Centres (CRC) program is typical of the ways many governments are seeking to promote such cross-sector R&D collaboration. Scientists are key resources in these organisational arrangements. However, there is only fragmentary information available about why and when scientists choose to work in these cross-sector organisations rather than others, or the impact of changing funding regimes on their career choices. Similarly, there has been little research into the impact of such partnerships and career choices on the organisations in which scientists work. This paper presents some findings from two new ARC funded studies in Australia designed to investigate the careers of scientists and the organisational and career implications of participation in cross-sector R&D collaboration. One of our findings is that CRCs may not endure as long term ‘hybrid’ organisational arrangements as some observers have suggested, but rather remain as transitional structure influencing the partners involved and the careers of scientists. This has important implications for the managers of CRCs as well as those responsible for partner organisations.
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Aloini, Davide, Luisa Pellegrini, Valentina Lazzarotti und Raffaella Manzini. „Technological strategy, open innovation and innovation performance: evidences on the basis of a structural-equation-model approach“. Measuring Business Excellence 19, Nr. 3 (17.08.2015): 22–41. http://dx.doi.org/10.1108/mbe-04-2015-0018.
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Purpose – The purpose of this study is to shed further light on determinants of the openness degree to give a more conclusive evidence to the research in the field. In particular, the influence exerted by the technological strategy is still debated, in that evidence on the relationship between the technological strategy and openness is conflicting. Design/methodology/approach – The authors put forward a structural equation model which enriches the state-of-the-art literature by explicitly testing the interplay among technological strategy, openness (innovatively measured in terms of partner intensity, phase intensity and variety in terms of partners, phases and contents) and innovation performance. Our study relies on data from 415 firms based on a research survey developed in Finland, Italy and Sweden. Findings – Findings show that openness, if measured in terms of partner intensity and phase intensity, fully mediates the relationship between technological strategy and innovation performance, by suggesting that the effectiveness of a firm’s technologically aggressive behavior is strongly related to the intensification of collaboration with the partners along the innovation funnel. Conversely, openness variety seems to play an opposite role and is influenced differently by partner and phase intensity. This result likely emphasizes how the cost-side of open behavior becomes harder to manage, and thus costly, when it involves too many different types of partners, phases and contents. Practical implications – Firms that adopt a technologically aggressive strategy are recommended to deeply open their innovation process to foster innovation performance. However, because of the fact that a high level of openness variety could generate some drawbacks, managers should be very careful in the management of different phases, sources and content. Therefore, what clearly emerges is a call to find adequate strategies for effectively managing the collaboration process to avoid the waste of resources and initiatives. Originality/value – Originality and the value of the paper reside in a more fine-grained definition of the openness concept, which takes into consideration other facets of openness compared to those usually analyzed in the literature, and a powerful statistical model, such as structural equation modeling, offering great advantages and flexibility in matching the theoretical model with the data.
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Zaidman, Nurit, Rinat Itzhaki und Oded Shenkar. „When context trumps culture: Persuasion in international business disputes“. International Journal of Cross Cultural Management 18, Nr. 3 (09.10.2018): 271–92. http://dx.doi.org/10.1177/1470595818803982.
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Persuasion plays an important role in international business interactions. Within this domain, it is often argued that persuasion is a form of communication and as such embedded in cultural norms. It is also argued that forms of persuasion differ across cultures. The data described in this study of persuasive tactics deployed by Israeli and Indian business professionals in their attempts to resolve disputes with their partners suggest otherwise. These data mainly comprise 142 coded letters, addressed to the correspondents’ business partner and to the mediator. The quantitative results of the study show similarities in the choice of persuasive tactics employed by Israeli and Indian correspondents, when writing to each other and when writing to the mediator. The quantitative and qualitative results show that these research subjects, from two culturally different populations, constructed their persuasion tactics and communication in a similar manner. Hence, despite the apparent cultural and communication differences between them, they both employed similar communication tactics. These intriguing data are explained in the light of the fact that both Indian and Israeli subjects were experiencing a situation which they subjectively perceived as one involving a threat of meaningful loss. These perceptions and emotional responses led the participants toward similar communication behavior. This study contributes to international management research, and particularly to intercultural communication research, by demonstrating that contextual conditions do cause culturally different populations to communicate similarly.
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Aloini, Davide, Riccardo Dulmin, Giulia Farina, Valeria Mininno und Luisa Pellegrini. „Structured selection of partners in open innovation: an IF-TOPSIS based approach“. Measuring Business Excellence 20, Nr. 1 (21.03.2016): 53–66. http://dx.doi.org/10.1108/mbe-12-2015-0058.
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Purpose Open innovation (OI) literature suggests that firms can improve their innovation performance by learning from a large set of actors in the innovation process. However, the extant literature has overlooked the “who” question: which partners should be included in the different phases of the innovation funnel? How should they be selected? This paper aims to offer, while focusing in the early phases of the innovation process, a list of possible criteria for partner evaluation and suggests a structured methodology for their selection. Design/methodology/approach An empirical test of both the criteria and the methodology is presented with reference to a company operating in the Advanced Underwater Systems sector. The authors propose a peer-based modification of intuitionistic fuzzy (IF) multi-criteria group decision-making with TOPSIS method (peer IF-TOPSIS). IF-TOPSIS allows coping with subjectivity, imprecision and vagueness in group decision-making problem under multiple criteria. Findings The paper proposes an innovative application of a peer-modified version of IF-TOPSIS to a challenging and complex decision problem – partner selection for OI – which is usually subjected to uncertainty and evaluation from multiple experts. Originality/value This work contributes to the extant literature advancing the criteria that could be used in the selection process, avoiding focusing on single specific aspects of the collaboration phases or on specific types of partners (suppliers).
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Gerpott, F. H. „The Right Strategy? Examining the Business Partner Model's Functionality for Resolving Human Resource Management Tensions and Discussing Alternative Directions“. German Journal of Human Resource Management: Zeitschrift für Personalforschung 29, Nr. 3-4 (01.08.2015): 214–34. http://dx.doi.org/10.1177/239700221502900304.
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Catton, Karin. „How Johns Manville radically-and humanely-transformed its IT function into a world-class business partner“. Global Business and Organizational Excellence 27, Nr. 6 (September 2008): 6–13. http://dx.doi.org/10.1002/joe.20227.
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Ridwan, Mawaddatul Fatiha, und Edy Suprapto. „PERAN MANAJEMEN SUMBER DAYA MANUSIA TERHADAP KINERJA KARYAWAN BANK SYARIAH (Studi Kasus pada PT. Bank Muamalat Indonesia, Tbk Kantor Cabang Depok, Kantor Cabang Pancoran, dan Kantor Cabang Panglima Polim)“. JURNAL EKONOMI DAN PERBANKAN SYARIAH 2, Nr. 2 (23.06.2020): 3–27. http://dx.doi.org/10.46899/jeps.v2i2.145.
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The issue will be discussed in this paper is how the relationship and influence of HR management role, and the performance of the employees in Islamic bank. In addition this study will try to answer; whether the role of human resource management has a strong relationship with the employee's performance of Islamic banks or not; and whether the role of human resource management have a significant influence on employee performance of Islamic banks. This study focuses on BMI as a business unit and on the role of human resource management that includes the four functions, namely payroll management, knowledge management center, bussines strategic partner and champion employed. The results shown that HR Management has is no significant relationship to staffing, performance evaluation, compensation and industrial relations.Keywords: Human Resource Management, Employee Performance, BMI
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Richey, R. Glenn, Chadwick B. Hilton, Michael G. Harvey, Lauren Skinner Beitelspacher, Mert Tokman und Miriam Moeller. „Aligning operant resources for global performance: An assessment of supply chain human resource management“. Journal of Management & Organization 17, Nr. 3 (Mai 2011): 364–82. http://dx.doi.org/10.5172/jmo.2011.17.3.364.
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AbstractPurpose:The intent of the paper is to develop the service marketing logic (S-D logic) strategy that is centered on service as a means to differentiate global strategy from those of competitors. The context of the paper is to examine S-D logic in global supply chains. Design/Methodology:The paper is a theory driven conceptual piece.Findings:Globalization emphasizes complex interconnected systems, while S-D logic emphasizes the importance of leveraging operant resources in order to achieve sustainable competitive advantage. Both S-D logic and globalization apply in the supply chain context. This paper focuses on the global supply chain and the importance of leveraging service based operant resources. Because the focus of management has shifted from a domestic to a more complex, three-dimensional network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace.Practical Implications:Because the focus of management has shifted from a domestic to a more complex, three-dimensional global network, it is critical for practitioners and researchers to understand how to optimize service based operant resources in the global marketplace. We suggest that in this dynamic marketplace, both globalization and S-D logic are required to fully explain supply chain performance. Specifically, we suggest that managers develop a global ‘supply-chain management’ perspective allowing for the key operant resource – human capital – to create synergistic partner relationships and customer experiences resulting in superior performance.Originality/Value:This is one of the first (if not the first) paper that examines S-D logic in a global context. This move forward from the domestic orientation of many/most of the recent literature provides the foundation for future global research into the S-D logic.