Search results

Many of the papers that analyse human resource management (HRM) in merger and acquisition (M&A) processes focus on the last two stages (integration and implementation). Then, the purpose of this paper is to propose an HRM model for the first stage of the process (planning) with four key factors: the due diligence process, the integration plan, the communication plan and the learning plan.

From the theoretical model, the authors analyse a case study of a multinational company that operates in the mechanical engineering sector.

The results show the special importance of HRM in the success of the M&A process. And, the main actions implemented in human resources (HRs) contributing to the success of this process are identified.

Subsequent investigations could conduct similar analyses for the rest of the stages of the M&A process (integration and implementation), with the objective of presenting a complete HRM model in M&A processes.

The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.

The main contribution of this study has been to observe how HRs are managed in the planning stage of M&As.

The purpose of this paper is to propose a human resource management model for the integration stage of mergers and acquisitions (M/A) process with four key factors: leadership and integration team; change and restructuring process; human resources (HR) resistance; valuable HR retention.

The authors analyze a case study of a multinational company that operates in the mechanical engineering sector.

The results show the special importance of human resource management in the success of the merger and acquisition process. And, the main actions implemented in HR contributing to the success of this process are identified.

Subsequent investigations could conduct similar analyses for the planning and implementation stages of the merger and acquisition process, with the objective of presenting a complete HR management model in merger and acquisition processes.

The case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.

The main contribution of this study has been to observe how HR are managed in the integration stage of M/A.

This paper aims to analyse the open data business models (ODBMs) as a source of knowledge and innovation to generate economic and social value. A framework for understanding ODBMs is presented. First, the knowledge structure of the ODBMs literature is identified. Second, a conceptual model for analysing the ODBMs is proposed. And finally, the future trends in ODBMs research are discussed.

In this paper, co-word analysis is performed to identify the topics related with ODBMs.

The ODBMs structure of knowledge is articulated in five themes: business model, smart city, business ecosystem, decision-making and innovation. Based on these results, a five-step model for analysing ODBMs is proposed. Finally, a discussion of the future trends of ODBMs focussed on a knowledge management perspective, open data ecosystems and business intelligence is presented.

The paper presents a picture of what, where, for whom and for what ODBMs have been studied and develops a new model to explain the value creation process of ODBMs. Taking a step further, applying the principles and models of knowledge management and business intelligence to ODBMs is also recommended in order to transfer and transform open data into valuable knowledge that can be used for developing apps. In that context, the importance of encouraging collaboration between different agents in the so-called open data ecosystem is presented.

This paper aims to highlight the importance of open data and the role that knowledge management and open innovation can play in its identification and use. Open data has great potential to create social and economic value, but its main problem is that it is often not easily reusable. The aim of this paper is to propose a unique identifier for open data-sets that would facilitate search and access to them and help to reduce heterogeneity in the publication of data in open data portals.

Considering a model of the impact process of open data reuse and based on the digital object identifier system, this paper develops a proposal of a unique identifier for open data-sets called Open Data-set Identifier (OpenDatId).

This paper presents some examples of the application and advantages of OpenDatId. For example, users can easily consult the available content catalogues, search the data in an automated way and examine the content for reuse. It is also possible to find out where this data comes from, solving the problems caused by the increasingly frequent federation of data in open data portals and enabling the creation of additional services based on open data.

From an integrated perspective of knowledge management and open innovation, this paper presents a new unique identifier for open data-sets (OpenDatId) and a new concept for data-set, the FAIR Open Data-sets.

Agenda 2030 for Sustainable Development defines 17 goals with 169 targets in economic, social and environmental fields to guarantee human rights. Universities and companies are two driving forces for achieving these Sustainable Development Goals (SDGs). In this context, university research and, specifically, business and management studies should include this new economic-social panorama. Focusing on business and management education, this study aims to analyze who can help to implement the SDGs and how.

A descriptive examination of the evolution of documents and journals on business and management education was performed. Next, a co-authorship analysis, studying the collaboration among researchers, was performed. Finally, a co-word analysis that identifies the main topics and relationships between them was developed.

This study’s results suggest the necessity of expanding collaboration networks between countries and institutions. The analysis also reveals two emergent topics: entrepreneurship and sustainability. Then, three lines for teaching business and management according to the SDGs are proposed: two regarding university-firm relationships – job creation and entrepreneurship – and the third regarding universities effects on society – including sustainability principles and actions in higher education.

The main contribution is to show the important role that universities, in general, and business and management education, in particular, play in achieving the SDGs. Universities must mobilize their managers, professors and students because implementing the SDGs is possible through coordinated and integrated participation.

The coronavirus disease 2019 pandemic changed the lives of people around the world. In a post pandemic era, leaders have a role to enable the changes needed to make workplaces smart and happier. The aim of this study is to look at human resource management (HRM) from new perspectives: being smart and happy in the workplace. Some research questions are proposed: What do we know about smart human resources (smart HR)? What do we know about human resource analytics (HRA)? and how can future research on smart and happy HRM be oriented?

A bibliometric technique is used to identify the main topics studied in smart HR and HRA. A logical reasoning is applied to propose future research models.

For smart HR, the roadmap considers the approaches, practices and purposes. For HRA, the roadmap shows what are the perspectives HR processes, tools and its usefulness. Considering the context of Industry 5.0 and post pandemic era, a future research line for studying smart HRA for happy management is proposed.

This study has developed a proposed model to guide future research on the application of HRA to manage smart and happy workers.

There has recently been much interest in analysing the creation of personalised tourism services and studying their effect on organisations. However, there still needs to be more work in analysing their effect on happiness and the role that emotions play in these processes. This paper aims to analyse, in the context of personalised and innovative tourism services, which factors can encourage and improve managers' happiness.

A model of analysis is presented with five variables: tourism managers' happiness (TMH), innovative personalised tourism services, internal factors: emotions (IFE), organisational factors (OF) and personal factors (PF). Eight hypotheses are proposed and tested with a structural equation model.

The results allow the authors to affirm that personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also in generating emotions that contribute to improving their attitude towards the company.

This scientific work has some limitations. Firstly, this study was carried out exclusively in Spain due to the relevance of this country in the international tourism sector, according to the World Tourism Organisation. The results achieved in this research should be contrasted with other studies in other territories. Secondly, the interviews and surveys were carried out at specific time intervals. It has not led to problems of significant bias in the variance of the standard method. Therefore, it is desirable to undertake longitudinal or cross-sectional studies for future research. Thirdly, it is interesting to develop theoretical models that include other psycho-directive or leadership style constructs to determine whether they holistically enhance the subjective well-being of hospitality managers. Moreover, other types of factors of a social or strategic nature can be considered, which can positively or negatively impact the analysed variables. Finally, future research can deepen the empirical analysis of the relationship between managerial competencies and digital innovation from the perspective of happiness management. These findings would contribute to a greater cognitive understanding of the implications of personalised and innovative tourism services on hotel establishments' happiness and economic benefits.

This paper shows the fundamental role of a happy leadership style in creating responsible, green and innovative environments in today's digital society. Furthermore, the happiness of tourism managers can contribute to the generation of high quality and excellent services that are in line with the principles of sustainable development.

Personalised technological advances applied to tourism services not only contribute to improving the happiness of hotel managers but also to generating emotions that contribute to improving their attitude towards the company. On the other hand, it has been observed that personalised and innovative tourism services generate positive effects at organisational, internal and personal levels. The following reflections are advanced: The development of internal factors such as the emotions of awe and gratitude or the generation of trust can enhance the happiness of tourism managers. The happiness of tourism business managers can be enhanced by developing OF such as smart-personalised tourism services and data protection. The happiness of tourism managers can be enhanced by the development of PF such as travellers' desires, expectations and needs, or other factors such as disposable income, health status or family situation.

This is the first empirical study that focuses on investigating how personalised and innovative tourism services affect managing happiness.

The aim of this paper is to analyze the influence of intangible assets and similarity of resources on the choice between acquisitions and joint ventures and whether it is different in domestic and European operations. In order to test these relations, a sample of domestic and European growth deals was selected (563 deals, of which 449 are acquisitions and 114 are joint ventures). Results demonstrate that it is more probable that firms will choose acquisitions if there is a close similarity between the resources of the firms. Also, if the operation is domestic, companies with higher proportions of intangible resources prefer acquisitions.

The purpose of this paper is to determine the effects of knowledge spillovers on innovation and collaboration among firms located in science and technology parks (STPs). To do so, whether knowledge spillovers imply a greater degree of innovation in its various forms – product, process, organisational and commercial – and greater inter‐organisational collaboration on research and development (R&D) is analysed. Explicitly, this article examines these effects by identifying and distinguishing between firms located on and off STPs.

This paper adopts a quantitative approach. After reviewing the literature, the study tests the hypotheses empirically using a sample of 784 firms, and performing several logistic binomial regressions to analyse the impact of each type of knowledge spillover on each type of innovation and on the likelihood of firms establishing inter‐organisational collaborative R&D agreements.

The results show that knowledge spillovers have a positive impact on firm propensity to innovate and on the probability of firms engaging in inter‐organisational R&D collaboration. Furthermore, firm location within an STP is found to influence the intensity of the effect of spillovers on innovation and on R&D cooperation. Thus, the magnitude of the effects of spillovers differs according to the type of the spillover.

Given the special features of spillovers and the scarce evidence available analysing the relationship between spillovers, innovation and cooperation and the location on STPs, this work contributes significant empirical evidence to the existing literature.

This paper seeks to review the literature on human resource management (HRM) in entrepreneurial firms. Given the importance of human resource management for entrepreneurship, the purpose of this paper is to determine how far this line of research has progressed and what areas are still pending study.

The paper has a three‐part structure. First, the paper describes the published works. Second, it examines the topics dealt with in the literature. Third, the review identifies the limitations of the literature and outlines future lines of research for this field.

Most papers that deal with HRM and entrepreneurship together are empirical and have been published since 2000. Comprehensive and rigorous theoretical models that relate both areas do not exist.

The paper helps scholars orient their research in human resource management in entrepreneurial firms by providing them with a better understanding of the direction in which the field is going and what gaps remain.