Managing people in organizations: Integrating the study of HRM and leadership

Building on the multi-divisional business model (M-model), the purpose of this paper is to develop a better understanding of triadic business models – T-models – and how they create value for their three categories of stakeholders, ie, the suppliers, the platform firm and the buyers The research question that guides the present study is twofold: How is value created individually and collectively in triadic business models and what might challenge their sustainability?,Anchored in extant literature and a process of conceptual modeling with empirical examples from Uber, a new business model archetype was developed for two-sided markets mediated by a middleman,The paper provides a theoretically and conceptually derived roadmap for sustainable business in a triadic business model, ie, for the buyers, sellers and the platform firm This model is coined the T-model A number of propositions are derived that argue the relationship between key constructs Finally, the future beyond the T-model is explored,The paper identifies, illustrates and discusses the ways in which value is created in sustainable T-models First, value is created from a number of sources, not only from lower transaction costs Second, it is proposed that it is not about a choice of either M-model or T-model but rather a continuum Toward 2050, technology in general and Blockchain specifically may for some transactions or services, eliminate the need for middlemen The main conclusion is that despite this development, there will, for most organizations, be elements of the M-model in all or most T-model businesses In short: middlemen will have elements of the M-model embedded in the T-model when co creating value with buyers and sellers,While two-sided T-models are not new to the business area, surprisingly no papers have systematically investigated, illustrated, and discussed how value is created among and between the three stakeholder categories of the T-model With this insight, more sustainable T-models can be created

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Business model innovation and value-creation: the triadic way

Drawing on the knowledge-based theory of the firm, the purpose of this paper is to examine the relationship between each facet of intellectual capital, productivity and firms’ performance and further investigate, heretofore neglected, a mediating effect of productivity in the relationship between each facet of intellectual capital and firms’ performance.,Data were garnered with a self-reported questionnaire from 232 firm managers working in various industries: banking, insurance, telecommunications and hotels. Reliability and validity of the instruments were confirmed using confirmatory factor analysis. Prior to hypothesis testing using structural equation modelling, as a caveat, tests for nonresponse bias and common method variance were employed.,The paper confirmed that intellectual capital is the piece de resistance and established a strong connection with productivity. The results further disclosed a positive relationship between productivity and firms’ performance. A mediated relationship between individual facets of intellectual capital and firms’ performance through productivity was also affirmed.,Chiefly, the paper underscored the importance of intellectual capital in promoting productivity and firms’ performance. It behoves human resource managers and practitioners to make the organisational arrangements to reinforce intellectual capital thereby boosting the productivity that brings organisations’ success.,Previous studies in the sphere of intellectual capital have unequivocally discounted in establishing relationships between intellectual capital, productivity and firms’ performance. The results of the paper are novel findings, unequivocally contributing to the frontiers of the knowledge-based theory of the firm and conjointly, the paper has made methodological and geographical contributions.

A knowledge-based theory of the firm: Nexus of intellectual capital, productivity and firms’ performance

The changes in the business environment and the increase in competition have led organizations to focus greatly on improving their organizational performance in order to achieve a sustainable competitive advantage by relying on keeping pace with these changes and developing their innovation capability to meet their customers’ desires. Therefore, this research paper aims to explore the relationship between strategic agility and organizational performance through the mediating role of innovation capability. The research population consisted of senior managers in industrial corporations, and the sample comprised 224 senior managers. Structural equation modeling (SEM) was used as a statistical method for testing hypotheses. The results showed that there is a significant influence of strategic agility on organizational performance and innovation capability. Furthermore, innovation capability plays a mediating role in improving the relationship between strategic agility and organizational performance. Accordingly, a set of recommendations are provided to corporations’ senior managers for supporting the organizational activities that lead to the creation of new products and services that are appropriate to the general context of the development of customer desires, realizing the importance of the corporation acquiring flexible re-sources that can be reallocated to meet the changes in the business environment, and adopting modern business models based on stimulating collaborative work and adopting creative ideas.

The Mediating Role of Innovation Capability on the Relationship between Strategic Agility and Organizational Performance

Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing

Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital

Leadership development is receiving increasing attention from scholars and practitioners globally. In this study, utilizing a sample of 223 organizations in an emerging economy (India), we discover...

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Aarti Shyamsunder

Papers

Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital

Leadership Development Practices and Organizational Performance