Int. J. Human Resources Development and Management, Vol. 9, Em. 2/3, 2009
Strategies against competency obsolescence: the case of R& D-intensive organisations Wolfgang H. Güttel* Chair of Organization and Strategic Supervision University of Hamburg Von Melle-Park five, D-20148 Freie und hansestadt hamburg, Germany E-mail: [email protected] uni-hamburg. de *Corresponding author
Section of Managing Institute for Human Resource Management Vienna University of Economics and Business Supervision Althanstraße 51, A-1090, Vienna, Austria Email-based: stefan. [email protected] ac. by
German Institute for Japanese Studies (DIJ) Jochi Kioizaka Bldg. 2F 7-1 Kioicho, Chiyoda-ku, Tokyo 102-0094, The japanese E-mail: [email protected] org
R|M International Fischhof 3/6, A-1010 Vienna, Austria E-mail: [email protected] com Summary: The consequences of demographic transform for organizations are increasingly discussed in both agrupacion and industry. However , empirical findings indicate that the relationship between a great employee's era and performance is nearly insignificant. What matters most is the foreign currency of employees' competencies. Your Resources Supervision (HRM) literary works offers suggestions about ‘best practices' to hold competencies updated. In this newspaper, we present empirical comes from R& D-intensive organisations ( non-university research). Based on qualitative empirical info, we identified configuration types that perform different techniques for keeping employees' competencies up-to-date. The differences derive from the relationship of an organisation's environment to its interior learning mechanics. Consequently, the appropriateness of Human Resource (HR) strategies, measures and techniques to keep expertise up to date depends on the configuration type. ‘Best practices' in one setup type can be ‘worst practices' in another. We all show which HR approaches, measures and practices are utilized in different setup types and just how they condition the learning mechanics in various surroundings.
Copyright © 2009 Inderscience Enterprises Limited.
Strategies against competency obsolescence
Keywords: obsolescence; ageing labor force; R& D-intensive organisations; pursuit; exploitation; ambidexterity. Reference to this paper ought to be made the following: Güttel, W. H., Konlechner, S., Kohlbacher, F. and Haltmeyer, W. (2009) ‘Strategies against proficiency obsolescence: the situation of R& D-intensive organisations', Int. J. Human Resources Creation and Administration, Vol. on the lookout for, Nos. 2/3, pp. 124–148. Biographical remarks: Wolfgang They would. Güttel is a Professor intended for Organization and Strategic Administration at the College or university of Hamburg in Australia. He is as well affiliated with the Department of Technique and Management on the University of Padua in Italy and with the Department of Management with the Vienna University of Economics and Organization Administration in Austria. Recently, he was AIM Research Other at the Supervision School on the University of Liverpool, UK (2007), Professor at the College or university of Kassel, Germany and Assistant Mentor at the Department of Management at the Vienna University of Economics and Business Operations (2002–2006). His main analysis interests are dynamic functions, ambidexterity (the relationship between exploration and exploitation) and replication. Stefan Konlechner can be described as Research Assistant at the Company for Human Resource Management at the Vienna University of Economics and Business Supervision, Austria. Florian Kohlbacher is a Research Many other at the German born Institute for Japanese Studies in Tokyo, Japan. He is also a great Adjunct Research Fellow in the Institute to get Technology and Innovation Management at the Hamburg University of Technology, Indonesia, a Fellow of the World Demographic Association and an Honorary Board Member of the International Mature Advertising Network. This individual teaches business and supervision at many universities in Tokyo and he is the writer of International Marketing in...
References: Anderson, R. T. and Terborg, J. R. (1988) ‘Employee beliefs and support pertaining to work redesign', Journal of Management, Volume. 14, pp. 493–503. Antoni, C. (2005) ‘Management by objectives – an effective instrument for teamwork? ', The International Diary of Human Resource Management, Vol. sixteen, pp. 174–184. Balthazard, S. A., Cooke, R. A. and Potter, R. Electronic. (2006) ‘Dysfunctional culture, dysfunctional organization: taking the behavioral norms that form company culture and drive performance', Journal of Managerial Mindset, Vol. 21, pp. 709–732. Bartel, A. and Lichtenberg, F. (1987) ‘The comparison advantage of well-informed workers in implementing fresh technology', Review of Economics and Statistics, Volume. 1, pp. 1–11. Birkinshaw, J. and Gibson, C. B. (2004) ‘Build ambidexterity into your organization', MIT Sloan Management Assessment, Vol. forty five, pp. 47–55. Boxall, S. (1996) ‘The strategic HRM debate plus the resource-based look at of the firm', Human Resource Management Log, Vol. six, pp. 59–75.
T. H. Güttel, S. Konlechner, F. Kohlbacher and M. Haltmeyer
Bredin, K. and Söderlund, T. (2006) ‘HRM and project intensification in R& D-based companies: a report of Volvo Car Firm and AstraZeneca', R& M Management, Vol. 36, pp. 467–485. Campbell, D. Farreneheit. J. and Güttel, W. H. (2005) ‘Knowledge production of educational institutions and businesses: the " scientification” of business R& D', Int. J. Technology Management, Vol. 31, pp. 152–175. Carr, A. Electronic. and Tang, T. T. (2005) ‘Sabbaticals and employee motivation: rewards, concerns, and implications', Diary of Education for Business, Vol. 80, pp. 160–164. Casey, A. (2005) ‘Enhancing specific and organizational learning: a sociological model', Management Learning, Vol. 36, pp. 131–147. Chen, T., Chang, L. and Yeh, C. (2006) ‘The associated with career advancement programs about R& M personnel in Taiwan', Asia Pacific Record of Human Resources, Vol. 44, pp. 318–341. Cleveland, L. N. and Landy, N. J. (1981) ‘The affect of rater and rate age in two performance judgements', Personnel Psychology, Volume. 34, pp. 19–29. Corbin, J. and Strauss, A. L. (1990) ‘Grounded theory research: techniques, canons, and evaluative criteria', Qualitative Sociology, Vol. 13, pp. 3–21. Cox, To. and Nkomo, S. M. (1992) ‘Candidate age being a factor in promotability ratings', Open public Personnel Managing, Vol. 21 years old, pp. 197–210. Dalton, G. W. and Thompson, P. H. (1971) ‘Accelerating obsolescence of more mature engineers', Harvard Business Review, Vol. forty-nine, pp. 47–57. Dedrick, Electronic. and Dobbins, G. (1991) ‘The affect of subordinate age on managerial actions: an attributional analysis', Record of Organizational Behavior, Volume. 12, pp. 367–378. DeLong, D. T. (2004) Lost Knowledge: Dealing with the Menace of an Aging Workforce, New York: Oxford University Press. Dychtwald, K., Erickson, T. and Morison, 3rd there�s r. (2006) Workforce Crisis: How to Beat the Approaching Shortage of Expertise and Talent, Boston: Harvard Business Institution Press. Eisenhardt, K. (1989) ‘Building ideas from example research', Schools of Management Review, Volume. 14, pp. 488–511. Eisenhardt, K. and Martin, M. (2000) ‘Dynamic capabilities: exactly what they? ', Strategic Managing Journal, Volume. 21, pp. 1105–1121. Elsik, W. and Güttel, Watts. H. (2006) ‘The knowledge courier via a politics perspective', Conventional paper presented in the Annual Appointment of the Western european Academy of Management (EURAM), Oslo, 17–20 May. Feldman, D. and Lankau, M. (2005) ‘Executive coaching: an assessment and plan for foreseeable future research', Log of Management, Vol. 23, pp. 829–848. Ference, Capital t., Stoner, J. and Warren, E. (1977) ‘Managing position plateau', Senior high of Managing Review, Volume. 2, pp. 602–612. Foss, N. M. (2005) Approach, Economic Organization, and the Expertise Economy. The Coordination of Firms and Resources, Oxford/New York: Oxford University Press. Fossum, L. A., Arvey, R. G., Paradise, C. A. and Robbins, D. E. (1986) ‘Modeling the skill sets obsolescence process: a psychological/economic integration', School of Administration Review, Volume. 11, No . 2, pp. 362–374. People from france, W. and Bell, C. (1973) Corporation Development: Behavioral Science Interventions for Corporation Improvement, Englewood Cliffs, NJ: Prentice-Hall. Gibson, C. W. and Birkinshaw, J. (2004) ‘The antecedents, consequences, and mediating part of company ambidexterity', Schools of Administration Journal, Vol. 47, pp. 175–192. Glaser, B. and Strauss, A. (1967) The Discovery of Grounded Theory. Strategies of Qualitative Research, London: Wiedenfeld and Nicholson. Give, R. (1996) ‘Towards a knowledge-based theory of the firm', Strategic Managing Journal, Volume. 17, pp. 109–122. Gupta, A., Jones, K. and Shalley, C. (2006) ‘The interplay between exploration and exploitation', Academy of Administration Journal, Vol. 49, pp. 693–708.
Strategies against proficiency obsolescence
Hackman, J. R. and Oldham, G. (1980) Job Redesign, Reading, MA: Addison-Wesley. He, Unces. and Wong, P. (2004) ‘Exploration vs . exploitation: an empirical evaluation of the ambidexterity hypothesis', Corporation Science, Volume. 15, pp. 481–494. Kahnemann, D. and Tversky, A. (1979) ‘Prospect theory: an analysis of decision under risk', Econometrica, Vol. forty seven, pp. 263–292. Katz, L. (2005) ‘Motivating technical professionals today', Analysis Technology Administration, Vol. forty eight, pp. 19–27. Katz, R., Tushman, M. and Allen, T. (1995) ‘The influence of remedies promotion and network area on subordinate careers within a dual step ladder R& M setting', Administration Science, Volume. 41, pp. 848–863. Betty, B. and Oh, H. (2002) ‘Economic compensation compositions preferred simply by R& M personnel of various R& M types and intrinsic values', R& Deb Management, Volume. 31, pp. 47–59. Kohlbacher, F. (2005) ‘The utilization of qualitative content material analysis just in case study research' [89 paragraphs], Online community Qualitative Sozialforschung/Forum: Qualitative Cultural Research (Online Journal), Vol. 7, Number 1, Art. 21, http://www.qualitative-research.net/fqs-texte/1-06/ 06-1-21-e. htm. Kohlbacher, F. (2006) ‘The year 3 years ago problem in Asia: Dealing with misplaced knowledge and knowledge preservation issues', Newspaper presented at the 5th Asia Academy of Management Meeting, Tokyo, 19–21 December. Kozlowski, S. W. and Farr, J. D. (1988) ‘An integrative type of updating and performance', Man Performance, Vol. 1, pp. 5–29. Kozlowski, S. Watts. and Hults, B. M. (1987) ‘An exploration of climates for specialized updating and performance', Employees Psychology, Vol. 40, pp. 539–563. Leibold, M. and Voelpel, S i9000. C. (2006) Managing the Aging Workforce: Problems and Solutions, New York: Steve Wiley. Leonard-Barton, D. (1992) ‘Core capabilities and main rigidities: a paradox in managing new company development', Tactical Management Record, Vol. 13, pp. 111–125. López, S i9000., Peón, T. and Ordás, C. (2006) ‘Human resource management being a determining aspect in organizational learning', Management Learning, Vol. thirty seven, pp. 215–239. March, L. G. (1991) ‘Exploration and exploitation in organizational learning', Organization Scientific research, Vol. 2, pp. 71–87. Mayring, L. (2000) ‘Qualitative content analysis' [28 paragraphs], Discussion board Qualitative Sozialforschung/Forum: Qualitative Social Research (Online Journal), Vol. 1, No . 2, http://www.qualitative-research.net/fqs-texte/2-00/2-00mayring-e.htm. McEvoy, G. and Cascio, W. (1989) ‘Cumulatative proof of the relationship among age and job performance', Journal of Applied Psychology, Vol. seventy four, pp. 11–17. McMahan, G. C., Bells, M. G. and Virick, M. (1998) ‘Strategic human resource management: employee engagement, diversity and international issues', Human Resource Management Review, Vol. 8, pp. 193–214. McMeekin, A. and Coombs, R. (1999) ‘Human useful resource management as well as the motivation of technical professionals', International Log of Advancement Management, Vol. 3, pp. 1–26. Morison, R., Erickson, T. and Dychtwald, E. (2006) ‘Managing middlescence', Harvard Business Assessment, March, pp. 78–86. Nonaka, I. (1994) ‘A active theory of organizational understanding creation', Corporation Science, Vol. 5, pp. 14–37. Oldham, G. and Hackman, M. R. (1981) ‘Relationships among organizational framework and staff reactions: assessing alternative frameworks', Administrative Technology Quarterly, Volume. 26, pp. 66–83. Opalka, D. W. and Williams, J. M. (1987) ‘Employee obsolescence and retraining: a technique for human resource restructuring', Journal of Business Technique, Vol. 7, pp. 90–97.
W. H. Güttel, S. Konlechner, F. Kohlbacher and M. Haltmeyer
Osterloh, M. and Frey, W. S. (2000) ‘Motivation, knowledge transfer, and organizational forms', Organization Scientific research, Vol. 11, pp. 538–550. Parise, T., Cross, L. and Davenport, T. L. (2006) ‘Strategies for avoiding a knowledge-loss crisis', MIT Sloan Management Review, Volume. 47, pp. 31–38. Pazy, A. (1994) ‘Cognitive schemata of professional obsolescence', Man Relations, Vol. 47, pp. 1167–2000. Pazy, A. (1996) ‘Concept and career-stage differentiation in obsolescence research', Log of Company Behavior, Volume. 17, pp. 59–78. Pazy, A. (2004) ‘Updating reacting to the connection with lacking knowledge', International Review of Applied Mindset, Vol. 53, pp. 436–452. Perry, At the. L., Kulik, C. Capital t. and Zhou, J. (1999) ‘A better look at the associated with subordinate-supervisor age differences', Diary of Company Behavior, Vol. 20, pp. 341–357. Ron, N., Lipshitz, R. and Popper, Meters. (2006) ‘How organizations find out: post-flight opinions in an F-16 fighter squadron', Organization Research, Vol. twenty seven, pp. 1069–1089. Rosen, W. and Jerdee, T. L. (1989) ‘Retirement policies: data for the requirement of change', Hrm, Vol. twenty eight, pp. 87–103. Shearer, R. L. and Steger, M. A. (1975) ‘Manpower obsolescence: a new explanation and empirical investigation of the variables', Schools of Management Journal, Volume. 18, pp. 263–275. Sterns, H. T. and Miklos, S. Meters. (1995) ‘The aging employee in a changing environment: company and specific issues', Record of Business Behavior, Volume. 47, pp. 248–268. Strack, R., Baier, J. and Fahlander, A. (2008) ‘Managing demographic risk', Harvard Business Review, Feb ., pp. 119–128. Strauss, A. L. and Corbin, J. (1998) Essentials of Qualitative Research: Tactics and Techniques for Producing Grounded Theory, London/Thousand Oaks: Sage. Sturman, M. C. (2003) ‘Searching for the inverted U relationship between time and performance: meta-analyses of the experience/performance, tenure/performance, and age/performance relationships', Record of Administration, Vol. up to 29, pp. 609–640. Titscher, S i9000., Meyer, Meters., Wodak, 3rd there�s r. and Vetter, E. (2000) Methods of Textual content and Task Analysis, translated by N. Jenner, London: Sage. Tushman, M. and O'Reilly, C. (1996) ‘The ambidextrous firm: managing major and groundbreaking change', California Management Assessment, Vol. 38, pp. 8–30. Waldman, D. and Avolio, B. (1986) ‘A meta-analysis of age variations in job performance', Journal of Applied Psychology, Vol. 71, pp. 33–38. Witzel, A. (2000) ‘The problem-centered interview' [27 paragraphs], Forum Qualitative Sozialforschung/Forum: Qualitative Interpersonal Research (Online Journal), Vol. 1, Number 1, http://www.qualitative-research.net/fqs-texte/1-00/1-00witzel-e.htm. Yin, R. K. (2003) Case Study Research, Design and Methods, 3 rd ed., Newbury Park, Thousands of Oaks: Sage, Vol. 5.
All Quiet within the Western Front side: An Account in the Destruction Caused by WWI " It will merely try to tell of a era of men…...
Disgrace and Social websites: The Exacerbation of Behavioral Disorders I remember testing my personal mother's patience at the age of nine. The first time I actually refused to…...
Essay: The differences between a tour operator and a travel agent Many people are confused about a travel operator's and a travel agent's work. These two careers seem sound similar…...