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The purpose of this paper is to examine the impact that HR departments have on alternative stakeholders when they focus on improving the organization’s information capability instead of focusing their information agenda on human resource (HR) departmental activities.

The findings are based on the 2016 offering of the HR Competency study that is sponsored by the Ross School of Business at the University of Michigan and the RBL Group. The data set consists of over 36,000 respondents from around the world. Data were gathered through a 360 methodology that includes self-ratings and HR and non-HR associate ratings.

The findings show that HR’s involvement in leveraging business information has more impact than any other HR department activity on creating value for key external stakeholders. When controlling for other HR activities, the analysis shows that 77.4 per cent of HR total impact on customer value and 55.6 per cent of shareholder value occurs through HR’s involvement in information management. This impact occurs as HR departments contribute to identifying important external information (including customer and competitive information), importing important external information into the firm, analyzing information through both quantitative and qualitative algorithms, disseminating key facts and findings throughout the firm and ensuring the full utilization of information in decision making. The authors provide examples of how HR departments in leading companies are contributing to each of these phases of organization information management.

These findings have potentially important implications for how HR professionals add value to their key stakeholders. It suggests that HR departments will add greater value to their firms as they shift the focus of their information agenda from application to internal HR processes and practices to creating competitive advantage through organization-wide information management capability.

This article aims to describe partial results of the 2012 Global Human Resources Competency Study (HRCS), led by the RBL Group and the Ross School of Business, University of Michigan.

Over the past 25 years, this ongoing research project has provided the most global, comprehensive, and empirical identification of the competencies expected of HR professionals, and the impact of these competencies on both individual HR professional effectiveness and business performance.

This article points out a number of the key findings of the research – including the six fundamental competency domains that HR professionals must demonstrate to impact business performance – and identifies implications of the study findings for HR talent planning, assessment and development.

HRCS findings have influenced thousands of HR departments, from global giants to smaller organizations in every continent.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

What do HR professionals need to know and do to be effective? Now there's a question! You wouldn't expect the answers to be quick and easy, but answers there are. In fact, for the past 25 years, the Human Resource Competency Study (HRCS) has provided a comprehensive identification of the proficiency and aptitude expected to ensure business success.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Against the backdrop of IBM Personal Computer Business's acquisition by Lenovo Group, this case introduces the remodeling process of Lenovo's HR organization and development team, during which the company's 5P principle, namely “Plan (think clearly before making promise), Perform (promise is to be fulfilled), Prioritize (company's interest is top priority), Practice (make progress every day in every year), Pioneering (venture any experiment to be a trailblazer), takes shape. After learning about Lenovo's recruitment of internationalized talents, cross-cultural coaches for senior leaders, cultural development in internationalization and risk aversion in international operations, we can understand what Lenovo's HR team does to avoid conflicts in corporate culture and ethnic culture in cross-border mergers and acquisitions and integration, and how to adjust and change the HR management system.

This study seeks to test the researchers' theory that a leadership development intervention called “leader assimilation” for newly appointed leaders and their subordinates will facilitate feedback‐seeking and a leader‐team dialogue which will accelerate leader/team learning, leader adaptation, and relationship building between the new leaders and their teams.

Robert Yin's positivistic multiple case study research method was used. Four primary modes of data collection were used in each of the three cases: observation during the five steps of the intervention, documentation review after the intervention, a pre‐ and post‐survey, and individual interviews with the leader and the leader's direct reports approximately seven days after the last phase of the intervention.

The researchers found support for their theory from a leader and team perspective. The three leaders in the study experienced accelerated learning, adaptation, and they built relationships with their teams. The leaders' teams experienced new learning and they built relationships with their new leaders.

The generalizability of findings is limited by the number of cases studied and by industry, leader, and team variation across cases.

The study provides supporting evidence for the importance and effectiveness of leader assimilations in helping new leaders learn, adapt quickly, and build relationships with their teams early in their transition.

The study is one of the first to report on the outcomes of an early leadership development intervention to help new leaders transition from one leadership role to another.

This paper proposes a framework for understanding the concept of a learning organization from a normative perspective. A questionnaire was developed to operationally measure the described management practice attributes of a learning organization. Using a sample of four organizations and 612 subjects, support was found for three a priori predictive hypotheses derived from a conceptual framework. Implications of the results and further empirical research are discussed, especially for linking learning organization attributes to performance using larger samples and multiple measures.

The following list focuses on, but is not limited to, lesser‐known printed publications which feature writing and images about sex and sexual politics. Besides representing a fair amount of irreverence, satire, scholarship, and unabashed eroticism, the list includes citations for material on topics sure to offend: pedophilia (some would say child abuse) and fetishism, to name just two. For an extensive list of more mainstream sex periodicals, consult Ulrich's International Periodicals Directory (Bowker). Don't bother looking there for categories like EROTICA or SEX, however. Ulrich's cities titles like Gent (“Home of the D‐cups”), Penthouse (circulation 2 million, but how many library subscriptions?), Swinging Times, and Uncut (“The magazine of the natural man”), under MEN'S INTERESTS, while some gay and lesbian erotica appears under the heading HOMOSEXUALITY. Also: while accounting for very little sexually‐oriented material of a general nature—Playboy (under MEN), Playgirl (under WOMEN), and Yellow Silk (under GENERAL EDITORIAL)—Bill and Linda Katz's Magazines for libraries, another Bowker publication, features an extensive annotated bibliography of lesbian and gay periodicals (Polly Thistlethwaite and Daniel Tsang, compilers), which includes titles like NAMBLA Bulletin: Voice of the North American Man/Boy Love Association and On Our Backs.

A supplier may sell not only to one buyer (sole relationship configuration) but also to the buyers competitors (shared relationship configuration) for a specific product category. This study examines the performance implications when suppliers establish shared relationships with the buyer’s competitors.

Secondary data are used to test hypotheses relating a supplier’s relationship configurations to its operational performance. A seemingly unrelated regression approach (SUR) is applied to analyze the data, followed by endogeneity checks of the empirical findings.

The study shows that suppliers with less-shared ties with buying firms’ competitors exhibit superior inventory efficiency and asset turnover. Thus, suppliers can improve operational efficiency by creating relatively exclusive, deep and trust-based relations instead of more extensively shared and shallower relationships.

Based on agency theory as a theoretical lens and aerospace industry data, this research contributes by addressing the supplier’s perspective and linking its operational efficiency performance with its chosen supply relationship configuration.

Suppliers need to understand the performance implications of choosing relatively exclusive relationships versus shared relationships with buying firms. The research provides new insights for managers and can guide their supply chain decision-making.

Little is known about how a supplier’s relationship configurations can elevate, or impair, its operational efficiency. While conventional wisdom holds that suppliers should focus on multiple avenues of revenue growth by selling to buyers’ competitors, this study demonstrates that more sales to a buying firm’s rivals might, in fact, reduce a supplier’s efficiency.

The purpose of this paper is to present a conceptual framework that categorises the features and characteristics of the built environment that impact on health outcomes.

An extensive literature review was carried out. A total of 1,163 abstracts were assessed, leading to 92 papers being reviewed.

There is a considerable amount of evidence linking healthcare environments to patients' health outcomes, despite the lack of clarity in relation to cause‐effect relationships.

The paper proposes a theoretical framework linking different built environment characteristics to health outcomes. This framework provides a structure to group causal effects according to their relation with design features, materials and ambient properties, art and aesthetic aspects and use of the built environment.