With the global environment changed rapidly, traditional sources of competitive advantage can no longer provide a sustainable strength for business, the approach to global business strategy point to core competencies, invisible assets, and organizational capabilities as key factors influencing MNC¡¦s long-term success in global markets. Benefited by resource-based view (RBV), strategic human resource management (SHRM), and organization behavior (OB) theories as theoretical groundwork, and our contributions include of (1) We built up a theoretical framework from the perspective of human capital to investigate how learning organizational capital facilites firm¡¦s innovative capabilities through human capital flexibility as a mediator. (2) Define human capital flexibility and its seven dimentions. (3) Define learning organizational capital with three dimensions derived from human capital perspective of knowledge-based literatures. Using sample of 184 subsidiaries of Taiwanese MNCs with SEM technique, our empirical result further indicates that human capital flexibility and learning organizational capital has positive effects on firm¡¦s innovative capabilities. Also, human capital flexibility plays a key role as a strong mediator that enhanced organizational capital to exert firm¡¦s innovative capabilities

The pertinent investment in intangible assets is expected to lead to a firm's higher productivity and competitiveness. This study suggests that a restaurant firm should identify core intangible assets for its business, manage them systematically, and measure their value contribution. The essential thrust is to identify key intangible value resources and establish their measurement, which then helps measure the financial contribution of each intangible asset and make an investment decision on it. Thus, this study was purported to identify key organization-centric intangible value assets in the context of the casual dining restaurant industry, develop their measurement, and examine their contribution on a firm's market value. Findings will help improve understanding of what intangible assets are critical and apply the concept to a strategic and operational management. Based on an in-depth literature review covering a wide range of areas, the following six of the most widely agreed upon domains of organizational capital were identified: innovation capital, organizational process capital, organizational culture capital, organizational learning capital, information system capital, and intellectual property capital. This structure of the six most important domains of organizational capital was verified through subsequent interviews with five experts, the pilot test with ten experts, and three rounds of the Delphi survey. Seventeen sub-dimensions were identified through the literature review, interviews, the pilot test, and the Delphi study with professionals. This industry-specific categorical system helps a firm identify and manage various types of intangible resources more precisely and efficiently. Furthermore, it can enable restaurant management to clearly understand how to cope with different types of intangible resources and how to gather, create, use, share, and develop them more appropriately. The findings can be grouped into the following conclusions. Seventy measurement indicators were developed to measure a firm's organizational capitals. Unlike using subjective perceptual measurement scales, the measured values using the objective measurement scales are consistent regardless of time or people. Therefore, the financial value (or contribution) of each of the six organizational capitals can be estimated more precisely along with the data of firms' market value. / Ph. D.

No description available.

China has been a popular place for investment since it opened market in 1980¡¦s. Firms need to consider how to use inner and outer factors to gain competitiveness in this furious competition. This research is using a qualitative approach and case details were collected from firms which operate in China for years. This research aims to discover the relationship between firms¡¦ inner factors which are organizational capital types, strategic human capital management practices, and corporate entrepreneurship capability, and how they affect organizational competitiveness. Besides, this research also adds in the effect of institutional environment to find out how it influences those inner resources. Findings reveal that environmental factors are influencing firms¡¦ corporate entrepreneurship capability, but the effect is different in different industries and ownerships. For foreign investment, the effect is weak and negative; for local high-tech firms, the effect is strong and positive; for local service firms, the effect is huge and negative. Moreover, organizational capital types and strategic human capital management practices are influenced by institutional environment. Organizational capital is positively influencing corporate entrepreneurship and influencing selection of strategic human capital management practices, and even positively affecting organizational competitiveness. However, corporate entrepreneurship capability is influenced by organizational capital types and strategic human capital management practices and further affecting organizational competitive ability.

abstract: ABSTRACT Intermediating between farmers and development projects, farmers’ organizations (FOs) have the potential to improve rural market access and promote equitable growth by reducing transaction costs, strengthening producer bargaining power, and enabling collective action. Capacity building of FOs is a cornerstone of rural development policies and programs, such as the United Nations World Food Programme’s Purchase for Progress (P4P) project, which partnered with 830 FOs representing 1.7 million farmers from 2008 through 2014. Despite significant donor investment, a unifying framework defining the concept and measurement of capacity building has eluded development practitioners. The core challenge originates from the paradigm shift away from top-down development toward participatory capacity building. Motivated by the practical difficulties encountered in ceding control to beneficiaries to enable their empowerment and self-determination, this study seeks to clarify conceptualizations of FO capacity and FO capacity building, to refine monitoring and evaluation of capacity building initiatives, and to develop and validate indicators and indices of organizational maturity and capacity. Drawing on a critical review of the capacity building literature, this study develops an integrated, multi-level, capacity building framework and elaborates different levels of FO participation at each stage of the capacity building process. Through this lens, the research analyzes 11 organizational capacity assessment (OCA) tools and methodologies, and constructs 33 indicators of functional organizational capital to address OCA content gaps in conflict resolution, member participation, adaptive capacity, and the drivers of organizational change and collective action. The research further proposes methodological changes for increasing member participation in OCA to reduce reporting bias, to build knowledge and planning capacities, and to engender empowerment. The indicators developed are tested on primary data gathered from P4P (treatment) and non-P4P (control) FOs in Ghana and Malawi. Results show that P4P has positively impacted the organizational capacity of participating groups, although there are regional differences. The statistical analysis validates most of the indicators and indices developed from this study’s participatory capacity building framework. Overall, this research contributes to the understanding of what FO capacity building means and how to measure it. / Dissertation/Thesis / Doctoral Dissertation Sustainability 2016

Indiana University-Purdue University Indianapolis (IUPUI) / Nurse managers and the teams of registered nurses they lead play a major role in the provision of healthcare outcomes nationally. Nursing leadership models have evolved with contemporary society and have shifted from hierarchical models to those based on interactive relationships. Traditional study of nurse managers and registered nurses has focused on human capital (acquired knowledge, skills, and experience). However, nurse managers and registered nurses must utilize human capital through a network of social relationships or social capital in order to produce positive healthcare outcomes. Little is known about human capital and social capital in nurse managers and registered nurses in the provision of healthcare outcomes. The purpose of this dissertation was to improve our understanding of the importance of human capital and social capital in nurse managers and the nurses. Specific aims included: 1) to explore and describe the concepts of human capital and social capital and to explore if human capital and social capital vary by individual characteristics/human capital attributes (such as education level or years of experience) or by organizational characteristics (such as hospital size or unit type); 2) to examine if human capital and social capital were related; and 3) to explore whether human capital and social capital were related to turnover intent and job satisfaction in a sample of nurse managers and registered nurses. A quantitative descriptive cross-sectional survey of 64 nurse managers and 1139 registered nurses in a 15 hospital healthcare system was conducted. Measures included human capital, social capital, individual characteristics, organizational characteristics, turnover intent, and job satisfaction. The four major findings of this study were: 1) nurse manager human capital is acquired primarily through experience in the role, 2) nurse manager human capital is positively related to social capital, 3) nurse manager and registered nurse social capital varies by individual and organizational characteristics, and 4) social capital is positively related to job satisfaction and negatively related to turnover intent. This dissertation provides the foundation for further research and targeted interventions for development of human and social capital of nurse managers and registered nurses.

Submitted by Miguel R. Amorim Neto (miguel@sibi.ufrj.br) on 2017-01-16T16:45:57Z No. of bitstreams: 1 VSDrumond.pdf: 1091190 bytes, checksum: 98e528ca1ea2cc310830f7a3f8b42ef3 (MD5) / Made available in DSpace on 2017-01-16T16:45:57Z (GMT). No. of bitstreams: 1 VSDrumond.pdf: 1091190 bytes, checksum: 98e528ca1ea2cc310830f7a3f8b42ef3 (MD5) Previous issue date: 2004-12 / Apresenta o resultado de estudos teórico-práticos embasados nas teorias da liderança, da confiança e do capital social, aplicadas ao campo organizacional contemporâneo. A pesquisa empírica analisou aspectos psicossociológicos subjacentes à atuação de líderes e gestores de duas organizações de capital privado, sediadas na cidade do Rio de Janeiro. A intensificação da competição no cenário globalizado contemporâneo tem provocado aceleradas mudanças e reestruturações nas organizações transmitindo instabilidade e insegurança a seus ambientes internos. Nesse contexto, as bases do "fazer coletivo" são corroídas, em prejuízo da condição sine qua non das organizações: a colaboração. Estudos da teoria organizacional têm apontado a confiança como questão fundamental nesse contexto, o que vem colocar as dificuldades e desafios ao papel de Liderança e da Gestão no centro das atenções. A responsabilidade e importância, assim como maneiras específicas de desempenho desse papel, constituem-se no objetivo desse estudo. A metodologia adotada fundamentou-se na concepção lewiniana de campo e na Teoria das Representações Sociais, com utilização de abordagens qualitativa e quantitativa complementares. Ainda que considerando as especificidades próprias de cada uma das organizações, análises comparativas mostram-se contributivas para o alcance do objetivo de estudar práticas específicas de liderança formal capazes de exercer efeito moderador sobre a criação de climas de confiança, com geração de capital social organizacional, no âmbito em que a investigação esteve circunscrita. / Presents the results of theoretical and empirical studies based on the theories of Leadership, Trust, end Social Capital applied to the contemporary organizational scenario. The empiric research investigated psyco-sociological aspects undderlying leaders and managers practices in two private organizations, headquarttered in the city of Rio de Janeiro. The intensification of the competition in the contemporary globalized scenario has promoted accelerated changes and restructuring within organizations. Theses changes have created an atmosphere of internal instability and insecurity. In this context, the foundations for collective work have been threatened. Studies on organizational theory have also showed that trust is a fundamental issue in teh contemporary scenario, an issue that has placed the role of Leadership and Management under the spotlight. The responsability and importance, as well as the specific eays of performing this role, constituted the objective of the oresent work. The methodological approach adopted here was based on Lewin's conception of field and on the Theory os Social Representations, including the use of complementary qualitative and quantitative approaches. While taking into account the specificities of each organization taking part in the study, the use of comparative analyses revealed that specific formal leadership practices are still capable oh having a moderator effect on the creation of trustworthy environments, generating organizational social capital.

This dissertation explores how economic, organizational, and personal factors affect self-employment transitions, occupational decisions, and firm formation activities of individuals at different positions in the skill distribution. The first essay of my dissertation studies how local unemployment rates differentially affect entry into self-employment by individuals at different places in the skill distribution. The empirical results show a positive correlation between local unemployment rates and entry into self-employment for low-ability workers, but not for high-ability workers. Including employer size to eliminate possible distortions showed that the positive association between unemployment and self-employment among low-ability workers is in fact driven by the small firm effect. Controlling for firm size yields a negative association between unemployment and self-employment among high-ability workers. Effects of organizational capital, human capital and physical capital, on the firm formation activities of people at distinct skill levels depend on the type of the industry which is chosen for the new firm. Two types of industries, capital-intensive and ability-intensive, are utilized to explore this hypothesis in the second essay. A capital-intensive industry requires more physical investment, and consequently more funds, whereas, an ability-intensive industry requires more human capital. It is shown that high human capital requirements are associated with higher earnings among the most able individuals, and therefore makes them more likely to found firms in an ability-intensive industry. Wealthy people are more likely to establish both capital-intensive and ability-intensive firms, even though the amount of funds necessary for two industry types differs. Moreover, entry into both industries is predicted to happen later in life due to the removal of entry barriers constituted by required investment spending using savings when old. Empirical mixed results are observed. The third essay investigates earning differentials between future entrepreneurs and their non-entrepreneurial colleagues. Results show that high-ability firm-owners in an ability-intensive industry were earning more than those that remained in wage-work, whereas, low-ability firm-owners in a capital-intensive industry were earning less than those remaining in paid-work.

<p>Intelektualni kapital je neopipljivo jedinstvo obično nevidljivih resursa i aktivnosti baziranih na znanju koje dodaju vrednost organizaciji u očima internih i eksternih aktera (stejkholdera).<br />U radu se istražuje mogućnost merenja ovog nematerijalnog konstrukta, sačinjenog od ljudskog, organizacionog i relacionog kapitala.<br />Metoda za merenje, odnosno monetarnu valuaciju, uspešno je razvijena, a predloženi model verifikovan je statističkom analizom. Metoda je namenjena prvenstveno eksternom izveštavanju, ali se usled velike preciznosti, pouzdanosti i proverljivosti rezultata može koristiti i kao kontrolna alatka menadžmenta.</p> / <p>Intellectual capital is the intangible unity of usually invisible knowledge-based<br />resources and activities that add value to an organization in the eyes of<br />internal and external stakeholders.<br />This study explores the possibility of measuring that intangible construct<br />composed of human, organizational and relational capital. The method for<br />measurement and monetary valuation has been successfully developed and<br />the proposed model was verified by statistical analysis. The method is<br />intended primarily for external reporting, but due to high accuracy, reliability<br />and verifiability of results can also be used as a tool of management control.</p>

Магистерская диссертация рассматривает проблему повышения конкурентоспособности промышленного предприятия на основе создания системы управления структурным капиталом. Автором рассмотрены понятия "интеллектуальный" и "структурный капитал", их структура, а также предложен подход к управлению структурным капиталом на промышленном предприятии. / Master's thesis addresses the issue of increasing the competitiveness of industrial enterprise on the basis of the management system of structural capital. The author has considered the concept of "intellectual capital" and "structural capital", examined their structures, as well as an approach to the management of structural capital in the industry.