Tag Archives: Resource-Based View

Theoretical Perspectives on the integration of Human Resource Management and Strategic Human Resource Management (Published)

This is a descriptive study based on secondary data collected from various research papers and articles. This study theoretically evaluated the links between human resource management (HRM) practices and strategic human resource management (SHRM) and how such integration can enhance overall organizational performance and result in organizational attainment of sustainable competitive advantage.  It is a fact that people, not products, markets, cash, buildings, or equipment, are the critical differentiators in the success of an organization. All the assets of an organization, other than organizational workforce are inert; they are passive resources that require human application to generate value. People and how they are managed are becoming more important because many other sources of enhanced profitability and competitive advantage are less powerful than they used to. The key to improved performance and achieving and sustaining a profitable organization is through the productivity of an organization’s workforce, therefore drawing on the Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) literature, I built on the Resource-Based-View of the firm to theoretically articulate how organizations can be more productive and achieve sustainable competitive advantage through the effective management of people. Specifically, I attempted to further the theoretical development of Human Resource Management (HRM) and Strategic Human Resource Management (SHRM) by defining, summarizing and synthesizing the literature on the measurement and integration of HRM and SHRM.  I also identified gaps in the literature on the relationship and integration of HRM and SHRM and developed research questions which can be tested empirically in future research and proposed several research methods which can be employed to answer the identified research questions.  

 

Keywords: Competitive Advantage, Human Resource Management, Resource-Based View, Strategic Human Resource Management, Sustainable Competitive Advantage, contingency approach

Resource Inimitability: The Strategic Resource Characteristic for Sustainable Competitiveness in Universities (Published)

This paper analyses the effect of resource inimitability on sustainable competitiveness of universities.   The analysis is embedded on the Resource Based View model (RBV and the balanced scorecard model of performance). According to RBV of strategic Management, competitive advantage is closely related to companies’ internal characteristics (value, rarity, inimitability and non-substitutability). The constructs of sustainable competitiveness were derived from the balanced scorecard (Financial; Teaching/Learning; Service/outreach; Scholarship/ Research and Workplace satisfaction). Although RBV is considered one of the most influential theories of strategic management, this paper unveils the empirical evidence of resource rarity on sustainable competitiveness in the service industry (universities). A sample of 262 was selected from 2 universities in Kenya (one private and one public). Using the regression analysis, findings revealed that the public university was superior in resource inimitability than the private university and also that resource inimitability contributes to sustainable competitiveness in universities.

Keywords: Balanced Scorecard., Inimitability, Non-substitutability, Resource value; Rarity, Resource-Based View

SMES’ INTERNATIONALISATION PATTERNS AND SOME ASPECTS OF THEIR INTERNATIONAL MARKET BEHAVIOUR: A REVIEW OF SELECTED PAPERS (Published)

This paper reviews selected studies on SMEs’ internationalisation patterns and other aspects of their international market behaviour. The objective of the review is to critique the contribution of these studies to academic debate and knowledge. The review is based on 5 studies which have the common subject matter of SME international market behaviour. Articles reviewed are sourced from the published papers index of “Emerald Insight”. Each article is thoroughly read, with special attention given to the harmony among its literature, methodology and findings. All studies could fairly contribute to academic debate on the various aspects of SMEs’ international market behaviour by providing a strong link between related literature, chosen methodology and results. The logical flow of thoughts and augments, and their linking to previous theoretical and empirical evidence is praiseworthy. Results in the papers support reviewed literature, chosen methodology and conc

Keywords: Emerging Markets, Resource-Based View, SMEs, international market segmentation, internationalisation patterns, supplier-buyer relationships

CROSS-BORDER MERGERS AND ACQUISITION AND INTERNATIONAL BUSINESS PERFORMANCE OF NIGERIAN MANUFACTURING FIRMS (Published)

The purpose of this study was to investigate the strategic motives for cross-border mergers and acquisitions, as well as, examines specific relationships between these strategic motives and international business performance (IBP) of Nigerian manufacturing firms that have implemented international mergers and acquisition as a strategic imperative in the past one decade. 462 senior and management staff of 13 Nigerian manufacturing companies, quoted on the Nigerian stock exchange was randomly selected from a business-to-business database maintained by a national list provider. Using the integrated conceptual framework of cross-border entry strategy by Du and Boateng (2012), factors manifesting international business performance were regressed on the strategic motives for Cross-Border Mergers and Acquisition (CBM&As). Findings based on the survey revealed that strategic motives positively affected international business performance of Nigerian manufacturing firms involved in CBM&As. Overall, the paper argue that an institution-based motive of CBM&As, in combination with transaction cost-analysis, resource-based views, and internalization views will not only help sustain a strategy tripod, but also shed significant light on the most fundamental questions confronting motives for cross-border mergers and acquisition. Hence, a model incorporating the key elements of each approach could present a more realistic and comprehensive picture of CBM&As strategies. The model also provides predictive implications on improved international business performance, given the activities of the strategic motives for CBM&As by Nigerian manufacturing firms.

Keywords: CBM&As, Cross-border Mergers and Acquisition, Institutional Theory, Internalization theory, International Business performance, Manufacturing Firms, Nigeria, Regression Analysis, Resource-Based View, Transaction Cost Analysis

Factors Influencing The Internationalization Of Nigerian Manufacturing Firms:An Empirical Analysis (Published)

The purpose of this study was to investigate the Critical Decision Factors (CDF) of internationalization by Nigerian manufacturing firms, as well as, examines specific relationships between these CDF and Perceived International Business Performance Measure (PIBPM). 566 management staff of 14 Nigerian manufacturing companies, with international presence was randomly selected from a business-to-business database maintained by a national list provider. Using the integrated conceptual framework of international business strategy by Peng (2006), factors manifesting PIBPM were regressed on the CDF, manifesting successful internationalization. However, multivariate analyses was mathematically represented in a single equation, and this equation is expected to be used by Nigerian manufacturing companies in composing strategies to optimize their management of international entry decisions and international business performance. Overall, the paper argue that an institution-based view of international entry decision, in combination with transaction cost- and resource-based views, will not only help sustain a strategy tripod, but also shed significant light on the most fundamental questions confronting international entry decisions. Hence, a model incorporating the key elements of each approach could present a more realistic and comprehensive picture of international business strategies. The model also provides predictive implications on improved international business performance, given the activities of CDF manifesting successful internationalization.

Keywords: Institutional Theory, International Performance, Internationalization, Manufacturing Firms, Nigeria, Regression Analysis, Resource-Based View, Transaction Cost Analysis