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Human Capital and Innovation: Examining the Role of Globalization


Exploring the Connection Between Human Capital and Innovation in the Globalising WorldFlexibility, Labour Utilisation, and the Global FactoryThe Importance of Flexibility Within the Global FactorySources and Forms of FlexibilityThe Costs of FlexibilityCoordination and Transaction CostsFlexibility and ConflictFlexibility and CommitmentFlexibility and Organisational LearningFlexibility and InnovationFlexibility and Firm PerformanceBarriers to FlexibilityConclusionsReferencesLeading for InnovationGlobalizationInnovationInnovation as DialecticalNovelty and UsefulnessPhases of InnovationExploration and ExploitationInnovation as DynamicLeading for InnovationLeader Behaviours that Influence InnovationLeadership Behavioural ComplexityLeader Behaviour TaxonomiesApproaches to Leading for InnovationDevelopmental ApproachAmbidextrous ApproachMotivational ApproachDiscussion and ConclusionReferencesThe Microfoundations of Global Innovation: Disrupting the Balance Between Centripetal and Centrifugal ForcesMicrofoundations of Global Human CapitalCognitive CompetenciesEmotional Competencies"Glocalized" EntrepreneurshipImplications for Executive EducationConclusionReferencesManaging Non-traditional Human Capital in International Assignments: A Qualitative Analysis of the Talent and Innovation GapsTalent Gaps in International Assignments: Nontraditional ExpatriatesInnovation Gaps: Workforce Diversity and InnovationLGBT ExpatriatesTheoretical BackgroundSocial Identity Theory and Uncertainty Identity TheorySimilarity-Attraction Paradigm and Attraction- Selection-Attrition FrameworkMethodologyCase StudiesParticipantsCase FindingsDiscussion and ConclusionImplicationsFuture DirectionsIntersectionalityLimitationsReferencesWhat Does It Take? New Praxes of Cross-Cultural Competency for Global Virtual Teams as Innovative Work StructureGlobal Virtual Teams as Innovative Work StructuresLeveraging Culture for InnovationUnderstanding Intercultural CommunicationDeveloping New Praxes for GVTs Using the C.A.B. Cross-Cultural Competency FrameworkCreating Cultural Awareness and Innovative Thinking SkillsManagerial GuidelinesCulturally Attuned Guidelines for Creating Innovative StrategiesInstilling Intercultural Sensitivity and Appreciation for Innovation and ChangesManagerial GuidelinesCulturally Attuned Guidelines for Creating Innovative StrategiesDuring the “Forming” StageDuring the “Storming” or Crisis StageModeling Culturally Appropriate Behaviors and Innovative ActionsManagerial GuidelinesCulturally Attuned Guidelines for Creating Innovative StrategiesTheoretical Implications for MNCs in Training and Educating GVTsConclusions and Future Research DirectionsReferencesFrom Outsourcing to Best-Sourcing? The Global Search for Talent and InnovationGlobal Business and Outsourcing: A Historical ContextBest-Sourcing and the Global Search for TalentBest-Sourcing in the Scientific Technical and Medical Content IndustryIndustry BackgroundEvolving Industry StructureInnovating through Best-SourcingBest-Sourcing in the Pharmaceutical Research IndustryIndustry BackgroundEvolution of Outsourcing to Best-Sourcing in the Clinical Trial ProcessBuilding a Culture of Innovation in BestSourcing CompaniesFuture Trends and ChallengesReferencesChinese Innovation Performance Development and Evolving Forms of Global Talent FlowLiterature ReviewModes of Global Talent FlowChina as Context for Studying Innovation Performance Development and Modes of Global Talent FlowMethodsFindingsThe Era of Copying and ImitationThe Era of EvolutionThe Era of RevolutionDiscussionPractical Implications, Limitations, and Further Research PotentialReferencesTheorising Human Capital Formation for Innovation in India's Global Information Technology SectorModelling Enterprise Training and Skills Formation: Organisational Level AttemptsIndia's IT IndustryMethodologyTheory Building and Quantitative ResearchOutput UnitsProcess UnitsInput UnitsEstablishing the Laws of InteractionDetermining the Boundaries of the TheorySpecifying the System StatesConclusionReferences
 
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