Cork University Business School - Book Chapters

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Now showing 1 - 5 of 5
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    Technology in human resource functions: Core systems, emerging trends and algorithmic management
    (Emerald Publishing, 2022-08-22) Jooss, Stefan; Duggan, James; Parry, Emma
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    (Emerald Publishing Limited, 2021-07-27) Jooss, Stefan; Burbach, Ralf; Ruël, Huub
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    Open innovation strategy of an early-stage SME
    (Springer Nature Switzerland AG, 2021-03-26) Barrett, Gillian; Dooley, Lawrence
    Leverage of both triple helix stakeholders through open innovation (OI) by early-stage SMEs is an area of inter-organisational collaboration that remains understudied. This chapter seeks to address this gap in the literature by exploring an exemplar case study of an early-stage medical device SME and the role of harnessing the R&D potential of public and private resources through collaborative projects for venture growth and the development of technological disruptive R&D. This study examines the partner resources harnessed, the objectives and nature of these engagements and the enablers/constraints of the SME in leveraging open innovation to advance their technological platform development. The analysis highlights that early-stage SMEs are capable of pursuing an OI strategy to leverage universityâ industryâ government resources and that the breadth of organisational collaborators increases as their capability to manage such collaborative R&D projects increases. Harnessing the potential of these external entities has enabled the SME case to raise the necessary funding, build industrial credibility, and achieve R&D co-creation to progress their disruptive technology closer to market launch and to grow the venture.
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    Global talent and mobility in a decentralised multinational enterprise
    (Edward Elgar Publishing, 2020-02-28) McDonnell, Anthony; Jooss, Stefan; Scullion, Hugh; Dundon, Tony; Wilkinson, Adrian
    This case examines several key issues and challenges faced by a European-owned, building materials sector multinational enterprise (MNE) that has grown rapidly over the past four decades based largely on an international strategy of cross-border acquisitions. The case highlights links between the business strategy and global talent management and, more particularly, the role of the corporate human resource (HR) function in the context of a company with a culture committed to delivering superior performance through a highly decentralised approach to managing international business operations. The case illustrates some of the complexity of global staffing and talent management issues in developed markets and also in the emerging markets of Central and Eastern Europe (CEE) and Asia. The talent management challenges are arguably more acute in these regions due to greater cultural and institutional differences, which results in a particular demand for a distinctive type of managerial talent which can operate effectively in these culturally complex and geographically distant markets (Skuza et al., 2013).
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    Assessing the degree of human resource innovation: an exploratory analysis of Irish hotel corporations
    (Emerald Publishing Limited, 2017-08) Jooss, Stefan; Burbach, Ralf
    Purpose: Although a need for innovative approaches to the strategic management of human resources (HR) has been identified, many firms continue to rely solely on their HR information systems instead of adapting to the digital consumer with innovative tools and digital HR management (d-HRM). This research aims to evaluate critically the degree of digital innovation of HR practices in the Irish hotel industry. Methodology/approach: For this qualitative study, a total of 10 semi-structured interviews were conducted with key personnel at both corporate and property level HR in the two largest Irish hotel groups. Findings: Findings show an overall lack of technological innovation and most of the principal HR activities are digitalised to a very limited extent. In addition, the perception of the degree of digitalisation varies significantly between the managers in both organisations. Practical and social implications: In order to attract digital natives and to increase their competitiveness within the sector, Irish hotel corporations will need to invest significantly in innovation within their HR departments to capitalise on the strategic and operational advantages of d-HRM. Thus, a more strategic approach towards HR innovation is needed. Originality/value: This chapter operationalises the concept of HR innovation in the context of the hotel industry; it analyses the key HR activities in hotel operations with regard to the extent to which they are digitalised; and it develops a model of HR digitalisation that can be applied to the hotel and other industries. This research, therefore, contributes to the existing body of knowledge on HR innovation with a specific focus on the hotel industry.