EDITORIAL
Volume 12, Issue 6, November 2017
Human Resource Strategy in Dynamic Environments
- Fernando Kevin Vince
Strategy is complex, and has to keep changing in response to varying pressures. In this digital age, there is often a focus on technological solutions, but still, human beings are at the base of all decisions. Human resources are not always valued for their essential contribution, past, present and future. There needs to be a strategic approach that aligns with current challenges, adapts and learns contiuously, and makes full use of appropriate technology. It is important that this is a contiuous process, Plan, Deploy, Review and Learn, Plan again, Deploy again, Review and Learn again. The Plan stage requires linking HR and business strategy, and analysing the current human resources strategy and systems readiness. The Deploy stage requires prioritising in order to address gaps and choosing initiatives that address soft and hard goals and promote performance and competitiveness. Progress should be monitored so that informed review can take place and the experience brings genuine learning, in readiness to plan for the next phase.
Leading for the Future:Transforming the NextGen Leaders to Meet the Business Challenges in the Fourth Industrial Revolution (IR 4.0)
- Adam Bawany
Change can be incremental - one change builds upon another, so knowledge of the previous state allows quick learning and adjustment while absorbing the new parts; or it can be disruptive - overturning what has gone before, so previous learning is barely relevant, or maybe not relevant at all. We are in an era of disruptive change. It is essential to learn and relearn continuously. This being so, how can one generation prepare leaders for the next generation? Today's experience may not be applicable to the future workplace. Even age-old skills like the ability to influence may lose importance as machines analyse volumes of data and decisions can be based on those results. It has been predicted that artificial intelligence machines will join the Board of Directors within ten years. The ability to reasses, readjust and relearn constantly will remain vital.
A Literature Review of Theoretical Models on the Development of Content Marketing Strategy in Malaysia's E-Commerce Industry
- Ngui Min Fui & William Chua
Content marketing, as the name suggests, is using content as a mode of marketing. Social media gives this a new dimension, as it's possible to find out what people like and don't like, and how their views change, day by day. The content needs to be meaningful to the target market, and enoyable to them, or they will not read it. It has to impart the knowledge that the company wishes their customers to have, and it has to be geared towards their preference in some way, even it is attempting to move them towards new products or services. To be effective, there has to be strong research on the target audience, such as their income bracket, spending habits and cultural background. This enables content to be designed to appeal to the typical customer, and then the effect can be observed, expanded if successful, and changed if not.
The Impact of Management Innovation on Business Performance: A Case Study of Omani Manufacturing Firms
- Mohammed Issa Ala eddin & Prasad Begde
In an advancing world companies have to take on change, and innovation is essential to survive. This doesn't just mean products and services. There needs to be steady innovation in marketing, organisational structure, and processes as well. For examplle, process innovation could mean embracing new techology. Marketing innovation could cover pricing, packaging and distribution systems. Structure innovation This paper looks at these four dimensions and their relationship to performance, by means of a qestionnaire which was answered by 219 managers and owners in the manufacturing industry in Oman. The questionnaire listed achievements in each dimension, and asked respondents to rate their success in each achievement, in connection with financial perfomance indicators (sales, profit market share) in the previous three years. The findings were that a high focus on process innovation brought better performance than a focus on the other dimensions of management innovation.
Technology Abuse in the Wired Workplace
- John Kyriazoglou
It is rare for a new development to be pure advantage with no drawbacks. The car has brought convenience of travel and has made journeys that used to be major feats into simple trips. But it brings with it congestion, pollution and serious accidents. Medicines cure previously incurable ills, but they have side-effects which can be problematic. Computer technology has brought improvements in every imaginable way, especially in organising and comunication. But as it improves potential in legitimate use, it also invites misuse, ranging from mild time-wasting at company expense, to major fraud and criminal obstruction. Criminal brains are just as productive as honest brains, and there is a constant race between the two, on one side to get past security systems, and on the other to block illegal access. For this reason, companies and individuals need to be alert, and to install systems that prevent invasion. Some of this is technical, virus protection and so on. Some is human, being aware of possible internal breaches, supervising, limited passwords, and making the code of conduct clear. Most people would not dream of abusing their position to disrupt systems, sell company data, or any criminal act. But because there are some who will, it is well to be alert. This paper looks at the factors involved in this disruptive change to e-marketing.
ARTICLE TOOLS
Editor's Message
- The International Professional Managers Review has been created to provide academics and practitioners a platform and a Journal for their exploration of new ideas, concepts, techniques and practice.
Our Journal aims to provide steady information about the latest theories and practices, right across the world. Recent issues have ranged from individual employability to global operations strategy, and having contributors from four continents.
Our aim is to achieve a high quality of contribution in the areas of management and business. However, we cannot be complacent. The world is changing, and there is always a need to assess and reassess, to try out new ideas, to discuss the results, and then assess again. For this we need to hear from people who are active in professional management, and in research. Theory and practice are interconnected, and we want to join up the gaps.
We are aiming for a mix of approach, including, interviews, case studies, research with conclusions, exploratory ideas, and student papers. Sometimes we will have a special edition, where different authors explore the same topic from different angles, testing different theories, views from different countries, and so on. This should lead to in-depth discussion, more thought, more research, more articles, and further advance in theory and practice.
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- The International Professional Managers Review has been created to provide academics and practitioners a platform and a Journal for their exploration of new ideas, concepts, techniques and practice.