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The purpose of this paper is to provide an overarching framework to guide the understanding of the allocation and deployment of strategic human capital assets within an organization. Using the concept of medical triage with business units analogous to “patients” and their performance to “symptoms or injuries,” the framework suggests a “steal from the poor” perspective that is counter to conventional organizational decline literature.

This is a conceptual paper proposing that there are five different categories of business unit need for human capital assets: expectant, deceased, immediate, delayed or minimal; all based on the type of environment and holistic performance of the business unit. Based on a business unit’s specific situation, the authors suggest a process model guiding how to conduct a triage analysis to optimize the allocation of strategic human capital assets within an organization.

The authors argue that current trends in assessing strategic human capital assets which make comparisons across organizations are necessary but insufficient (e.g. comparing a store to other stores in its district or region). Each business unit has its own unique internal capabilities and external constraints that also must be accurately assessed to make an informed organizational-level decision about where and how to deploy strategic human capital assets.

Borrowing from medical science, this paper demonstrates a new conceptual framework with propositions for researchers and guidance for practitioners.

This paper aims to develop and empirically test a framework articulating the effects of strategic orientations (entrepreneurial orientation and market orientation) on leveraging ambidexterity. Further, the paper examines the moderating effects of knowledge stock (market knowledge and technological knowledge) on the relationship between ambidexterity and firm performance to gain additional insights into how ambidexterity can be leveraged in an organization.

Data were obtained from CEOs (or equivalent members of the top management team) of 234 firms. The adequacy and psychometric properties of all measures were evaluated and purified using a maximum likelihood confirmatory factor analysis (CFA), and the hypotheses were tested using ordinary least squares (OLS). A number of post hoc tests were conducted to develop a nuanced understanding of proposed effects.

While both strategic orientations enhance an organization’s ability to be ambidextrous, results show that some types of knowledge stocks facilitate, whereas other types hinder the influence of ambidexterity on firm performance.

Both strategic orientations enable ambidexterity; however, technological knowledge stock impedes the effect of ambidexterity on firm performance, while market knowledge stock enhances this relation. Cross-sectional nature of the study imposes limitations on causal inferences.

Different strategic orientations provide organizations with a cluster of knowledge acquisition and utilization capabilities that enable ambidexterity. However, organizations should be wary of indiscriminate accumulation of knowledge stocks – while certain types enhance the effect of ambidexterity, others may create competency traps or core rigidities and inhibit the effect of ambidexterity.

This study integrates related, yet hitherto fragmented, research streams to demonstrate the interconnectedness between strategic orientations, ambidexterity and existing knowledge stock. Several theoretical and managerial implications are identified.

In recent years, both management and marketing fields have emphasized the importance of a customer orientation. In this project, a different set of lenses is adopted to examine customer orientation from the customer’s point of view. Customers can enact four specific roles that enable them to create a partnership with human services firms. Customers can be important resources for the firm. They can actively participate in the firm’s activities as co‐producers of the service. As buyers, customers can develop a relationship with a service organization, and as recipients they register evaluations of their encounter. Analysis of an extensive survey of customer perceptions and investments in a firm’s activities provided an outside‐in look at customer orientation. The results present clear evidence that customers can influence the outcomes they experience. Avenues for future research and practical opportunities for managers to capitalize on their relationships with customers are discussed.

The purpose of this paper is to perform empirical tests to explore the influence of social integration mechanisms on organizations’ absorptive capacities theorized by Zahra and George.

This study uses a cross‐sectional design to test the relationships between potential absorptive capacity, three social integration mechanisms (cross‐functional teams, participation in decision making, and self‐managing teams), and realized absorptive capacity, in a sample of 92 organizations that bid competitively to provide products and services to a US university.

An organization's use of cross‐functional teams is negatively related to its realized absorptive capacity and negatively moderates the relationship between potential and realized absorptive capacity. Self‐managing teams negatively moderate the relationship between an organization's potential absorptive capacity and its realized absorptive capacity.

The cross‐sectional design allows tests of relatedness but does not support cause‐and‐effect inferences.

Managers who follow the prescriptive implications of using social integration mechanisms to enhance their organization's absorptive capacity may actually hinder it. The type of social integration mechanism is an important consideration for managers of firm strategies.

This study extends and challenges the literature on absorptive capacity through its empirical analysis of the role of social integration mechanisms on an organization's absorptive capacity. Social integration mechanisms can have mixed moderating effects on the absorptive capacity development process, and potential absorptive capacity is not easily transformed into realized absorptive capacity. This study expands the context of absorptive capacity beyond R&D settings and incorporates a task environment that allows a direct linking of inputs and outputs.

In recent years, organisations around the world have been seriously affected by a range of economic, political and social upheavals that have gathered momentum in most parts of the globe. The viability of the conventional (pyramidal) organisational structures is being challenged in conjunction with major shifts in the roles of mid and top managers. In many countries, the pace of the above socio‐economic events and uncertainties is happening at an unprecedented pace. Some markets are showing signs of potential gigantic expansions while others (historically prosperous) are on the verge of complete collapse (Dent, 1991). In responding to the socio‐economic challenges of the nineties, organisations (across the board) have resorted to dismantling the conventional pyramidal structure and adopting so‐called “leaner” structures (see Zeffane, 1992). The most common struggle has been to maintain market share in an economic environment increasingly characterised by excess labour supply (Bamber, 1990; Green & Macdonald, 1991). As organisations shifted their strategies from “mass production” to “post‐fordism” (see, for example Kern and Schumann, 1987), there has been a significant tendency to emphasise flexibility of both capital and labour in order to cater for the niche markets which are claimed to be rapidly emerging, world‐wide. This has resulted in massive organisational restructuring world‐wide.

This paper seeks to analyze government survey data on what concerns leisure and hospitality employers most when considering hiring people with disabilities, as well as what hiring practices best alleviate these concerns. Special attention is to be given to the theory of planned behavior in these aims.

US government survey data of leisure and hospitality employers' perspectives were disaggregated and examined using F‐, T‐, and Z‐tests.

Employee abilities and workplace accommodations raised substantial concerns, while financial incentives and practices addressing workplace attitudes were seen as especially helpful solutions. Employer concerns toward hiring varied significantly by employer size, with employers with more workers being more likely to hire those with disabilities than those with fewer workers.

Future research should work to overcome limitations inherent in the source data used by further disaggregating business types within the leisure and hospitality industry, and to examine how socio‐demographic factors impact employer perceptions.

This is the first study to statistically test and apply the theory of planned behavior to the most recent nationally representative and randomized survey data of leisure and hospitality employer perceptions on hiring people with disabilities.

The Spring 1984 issue of Public Personnel Management includes an article by Joy Ann Grune and Nancy Reder entitled “Addendum — Pay Equity: An Innovative Public Policy Approach to Eliminating Sex‐Based Wage Discrimination”. The authors are both members of the National Committee on Pay Equity, founded in 1979. The article explains the goals of the National Committee, the extent of the problem, reviews the new approaches and solutions in place or underway, and looks at the challenges facing public policymakers and advocates of pay equity.

Healthcare organizations worldwide were badly hit by the “surprise” of the pandemic. Hospitals in particular are trying hard to manage problems it caused, searching for solutions to protect the health of citizens and reorienting operations. The implementation of resilience solutions in the coping phase and the ability to react promptly and redefine activities is essential. Integrating crisis management and resiliency literature, this paper discusses how health organizations were able to cope with adversity during the crisis.

The research is conducted through a case study of a large Italian hospital, the Gemelli Polyclinic Foundation, which was one of the leading hospitals in the Italian response to the pandemic.

The case reports actions taken in order to continue functioning and to maintain core activities despite severe adversity. The overall response of the Gemelli was the result of the three types of response: behavioral (effective leadership), cognitive (rapid resource reallocation) and the contextual reinforcement (multiagency network response). The authors highlight how an integrative framework of crisis management and resiliency could be applied to healthcare organizations in the coping phase of the pandemic. The experience of the Gemelli can thus be useful for other hospitals and organizations facing external crises and for overall improvement of crisis management and resilience. Responding to crisis brings the opportunity to make innovations introduced during emergencies structural, and embed them moving forward.

The paper focuses only on the coping phase of the response to the pandemic, whereas building long-term resilience requires understanding how organizations accumulate knowledge from crises and adapt to the “new normal.”

The paper responds to the call for empirical studies to advance knowledge of an integrative framework of crisis management and resiliency theories with reference to complex organizations such as healthcare.

Drawing on human capital theory and the human capital resources framework, this study explores the knowledge, skills, abilities and other characteristics (KSAOs) required by the emerging role of human resource (HR) analysts. This study aims to systematically identify the key KSAOs and develop a competency model for HR Analysts amid the growing digitalization of work.

Adopting best practices for competency modeling set out by Campion et al. (2011), this study first analyzes 110 HR analyst job advertisements collected from five countries: Australia, Canada, Ireland, the United Kingdom and the USA. Second a thematic analysis of 12 in-depth semistructured interviews with HR analytics professionals from Canada and Ireland is then conducted to develop a novel competency model for HR Analysts.

This study adds to the developing and fast-growing field of HR analytics literature by offering evidence supporting a set of six distinct competencies required by HR Analysts including: consulting, technical knowledge, data fluency and data analysis, HR and business acumen, research and discovery and storytelling and communication.

The research findings have several practical implications, specifically in recruitment and selection, HR development and HR system alignment.

This study contributes to the evolving HR analytics literature in two ways. First, the study links the role of HR Analysts to human capital theory and the human capital resource framework. Second, it offers a timely and empirically driven competency model for the emerging role of HR Analysts.