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.
This paper investigates the impact of process and distribution innovation on sustainable competitive advantage. Data are collected from manufacturing firms in the republic of Cameroon. Variables used were Eco-innovative product and service production process, customer relationship management process innovation and distribution innovation practices as the bases for enhancing sustainable competitive advantage. Sustainable competitive advantage was measured by Customer base-Market share, Employee Satisfaction and sustainable growth. We run a series of three multiple regressions of Customer Satisfaction, Employee Satisfaction, and Sustainable growth on explanatory variables defining Strategic process and distribution innovation practices. Our results show companies would have to implement customer relationship management process innovation and distribution innovation practices and companies would have to implement Eco-innovative product and service production process. Our results show that some companies are struggling with the idea of sustainability and Eco-innovative product production process. They need some expert advice on the way forward.
The Impact of Knowledge Management Strategies, Operations, and Processes on Organizational Innovation (Published)
This paper evaluates the importance of knowledge management in enhancing innovation in the hospital sector in Beirut area. On this emerging economy, organizations are more aware of developing knowledge for a reason to be comparative in the market and gain a sustainable competitive advantage. (Association of Marketing, Bancario, Argentine, 2000).Information and knowledge become an essential resource for all businesses. It is considered a vital concept and process in conducting any business.In this paper, I conduct a study of the importance of knowledge management in achieving innovation and development in the hospital sector. This study consists of two parts: theoretical and practical. In the first part, I try to address the concept of knowledge management, learning, and innovation in general by discussing the processes of knowledge management and the authors’ point of views. Then, in the second part, I establish a questionnaire survey about this topic, and I distributed in different hospitals in Beirut. As a result of my study, I realize that knowledge management, in general, is not a priority issue for the selected hospitals, and the relationship that exists between knowledge management and innovation is moderate, and this means that knowledge management in these hospitals is not the main reason for innovation. For this reason, hospitals must care more about knowledge management and must recognize that it is an essential part to reach innovation, development, and survival.