James L. Webster, William E. Reif and Jeffrey S. Bracker
As more line managers are given primary responsibility for planning there is an urgent need to acquaint them with the spectrum of potent tools and techniques for developing and…
Abstract
As more line managers are given primary responsibility for planning there is an urgent need to acquaint them with the spectrum of potent tools and techniques for developing and focusing strategy. This guide evaluates 30 established planning tools in terms of potential benefits and logistical requirements.
Information technology and information systems already rate acronyms that are quite portentous— IT and IS. Both are creating remarkable opportunities for some companies, and…
Abstract
Information technology and information systems already rate acronyms that are quite portentous— IT and IS. Both are creating remarkable opportunities for some companies, and awesome risks for others. Strategic planners are struggling to anticipate how these new technologies can be linked to their firm's business activities in innovative ways that create sustainable competitive advantage.
Muhammad Burhan, Omar Abou Hamdan, Hussain Tariq, Zahid Hameed and Rana Muhammad Naeem
This study examines the influence of contextual factors (e.g. age and ownership type) on HRM formality (including the underlying functions of recruitment, selection, training and…
Abstract
Purpose
This study examines the influence of contextual factors (e.g. age and ownership type) on HRM formality (including the underlying functions of recruitment, selection, training and development, performance appraisal and compensation) in SMEs.
Design/methodology/approach
Data were collected through a quantitative survey of 300 owners/managers of services, manufacturing and trade SMEs in Pakistan.
Findings
Firm age, association with a larger parent entity, existence of a strategic business plan and the presence of a human resource information system (HRIS) are positively related with higher HRM formality. Firm size, family ownership and exporting characteristics had no association with formality.
Practical implications
This study suggests a highly influential role for contextual factors in shaping HRM practices in Pakistani SMEs. Since the lack of a strategic approach towards human resource development is directly linked to the inferior performance of SMEs in Pakistan, this study provides an understanding of the contextual institutional setting that shapes the nature of HRM practices. The findings inform both SME owners/managers and policy makers.
Originality/value
Institutional influences on HRM systems have attracted attention but organisational factors are less often studied. Studies mostly relate to Western contexts and lack perspectives from SMEs. The findings of this empirical investigation highlight the importance of context specific research given the different nature of institutional settings.
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Suresh Subramoniam and K.V. Krishnankutty
The expert system for the selection of strategic planning technique was developed with a view of assisting an executive in selecting a strategic planning tool based on constraints…
Abstract
The expert system for the selection of strategic planning technique was developed with a view of assisting an executive in selecting a strategic planning tool based on constraints such as: time, skill, finance, computer, expert advice, form and content of input, and form and content of output required to be generated. The expert system runs on IBM PC/AT or compatible, which is the minimum system requirement, and contains approximately 115 rules in the rule base. The expert system was developed in Turbo PrologTM. The premises which help in concluding a particular strategic planning tool are stored in separate file called ‘STRATEGY.DAT’ and can be consulted at the end of the session by the user. This file saves current session's premises which concluded the particular strategic planning tool. The system, after recommending a tool, outputs a list of planning phases where the implementation of such a strategic planning tool will succeed. It runs on a backward chaining inference mechanism which is a feature of Turbo PrologTM.
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Dilene R. Crockett, G. Tyge Payne and Jeffrey E. McGee
This chapter examines the role that resource support and decision autonomy play in the successful launch of corporate entrepreneurial initiatives. Specifically, this study…
Abstract
This chapter examines the role that resource support and decision autonomy play in the successful launch of corporate entrepreneurial initiatives. Specifically, this study assesses whether entrepreneurial initiatives receiving higher levels of support from top management and more resource contributions in key functional areas actually have higher levels of performance. Additionally, this study investigates whether or not the entrepreneurial initiatives that receive greater decision autonomy in the same critical functional areas will experience higher levels of performance. Hypotheses arguing these points are tested using data obtained from the Internet divisions of major metropolitan newspapers. This allows for the discovery and evaluation of an opportunity (i.e., the Internet) to be held constant, so that a better understanding of the exploitation stage of the entrepreneurial process might be obtained. Results suggest the importance of resource support and decision autonomy to initiative performance, but with more importance being placed on the marketing functional group for resource support and the accounting and legal functional areas for decision autonomy.
Moshe Banai and Philp Tulimieri
The purpose of this paper to describe the effective business consultant's most desirable characteristics.
Abstract
Purpose
The purpose of this paper to describe the effective business consultant's most desirable characteristics.
Design/methodology/approach
Development of propositions based on a review of the literature, anecdotal reports and the experience of the authors.
Findings
The effective business consultant should possess functional knowledge as well as knowledge of an industry, communication and analytical skills, creativity, strategic and tactical leadership abilities, and a set of personality traits that includes emotional stability, intellect, integrity and openness and agreeableness.
Practical implications
HR departments and training units in consulting firms may use the profile of the effective consultant as a tool in their selection and training procedures, as well as in matching consultants with clients. Consulting services clients may use the profile of the effective consultant to identify effective consulting service providers. Consultants may use the recommendations as a source for individual growth. Universities and business schools may use the study to improve training of future consultants.
Originality/value
The paper sets a research agenda for the study of the effective business consultant's characteristics.