Oral history archive department in modern libraries, Essay Example for Free

Oral history archive department in modern libraries, Essay The main aim of the research is to discuss the uses and the value of an oral history archive department in modern libraries, especially British libraries and American ones which are pioneers in this domain. It has been realized or discovered that the oral history archive can be used to explain the concept or idea of windowing time in physical and digital libraries. Of late digital and oral history archive libraries carry a variety of useful information and documents that include the past and present ones. This paper therefore tries to view the use and the value of this kind of sound archive in which it is divided into main categories and subsections. The first section is the introductory part that tries to give a brief explanation about the oral history archive. There is a problem in question or objective, which touches on what is to be investigated that is the use of this archive. The hypotheses are also constructed to provide answers to the objectives of the research. The other areas include research context/literature review; methodology; work plan; recourses; ethics and conclusion. 1. Working Title The use and the value of an oral history archive department in Modern Libraries and Information Centres. 2. Introduction. Many scholars realized that Oral history archive libraries can be used to obtain information as fast as possible. According to Portelli (1998), the archive holds several hours of gramophone, films, audio, video and Compact Disks. The oral history archive has been of great help in various departments because instant information has been obtained through what is called oral debriefing. This is a situation whereby a comprehensive and condensed verbal testimony is obtained from individuals (Medical Tribune 2007). Other areas where the oral history archive has been applied include areas such as psychology, witness interrogation in criminal investigations, which occur in both oral and visual formats (Sangster 1998).The archive tentatively is currently being used to help in knowledge management especially when it comes to labor market. This is an area in commerce and industry where the changing labor market requires employees to shift from one position to another or from one job to another. As this happens there is loss of organizational memory, the so called the body of data and knowledge which is relevant to an individual organization’s existence (Perk and Thomson 1998 and Gregory 1991). These therefore are of the uses of oral history archive that make it become recognized as a powerful device or tool especially in Britain to capture the already existing institutional knowledge and information. Learning has been enhanced by the use of Oral history archive. The new curriculum requires students to have sound and good communication skills that prepare them to answers questions either during interviews as they look for jobs after schooling or in classroom (Rolph 1998). Criminal investigation department also employ the use of an Oral history archive when they are interrogating criminals. 3. Aims and objectives In this section, the paper discusses the problem in question or the objectives of carrying out the research. Oral history archive has been viewed as a unique and powerful tool by people. In order to clear this perception and make things more clear, this research paper tries to answer the question. The problem to be researched on is therefore the value and the use of an oral history archive in modern libraries and information centres and why people view it as a useful tool in modern libraries. The paper shall also look at the role, if any, of the information specialist of the future in an oral history department and the skills the information specialist must have to operate in such a department. Besides, the paper shall also look at and address the question of how interviewing targets are chosen by the oral history department, how expensive it is to put up an oral history department from scratch at the various libraries, why people view it as a useful tool in the modern libraries and the skills that are required by an information specialist in order for him/her to be able to operate in the department. Today, many educationists are being encouraged to introduce oral history as a powerful tool for serious scholarships in all universities in order to encourage learning. However, there are a number of universities that have introduced and developed extensive collections of oral history while others have not realized the usefulness of the library. For example; Harvard, Princeton and University of California have taken the lead in the development and introduction of oral history archive (Gowers 2006). In addition, the university libraries mentioned above in this domain have operated smoothly from 1955, the British Library has been the pioneer for a lot of researchers of this topic. The reason is simple. The Sound Archive Department of British Library at the present time holds over a million discs, One hundred and eighty five thousand audio tapes, and a lot of video and sound records. These collections which include written literature, dramatized stuff, and music recordings plus sounds of wildlife are collected from across the world. They entail cylindrical equipment created in the nineteenth century to the most recent Compact Disks, Digital Versatile Disk and mini discs. 4. Scope and Definition In order to discover the use and the value of an oral history archive department and to create a sensible project in range and time, the scope of the project will focus mainly on the opinions of curators, librarians and others who are working in this sector. It is important though to be aware that this will emphasize basically on personal viewpoints and changing theories and therefore might not provide a perfect answer. It will also be necessary for the research to stay neutral and determined on the questioners and not go beyond the objectives set as those working in these departments will be more involved with the issues concerning their departments than be drawn to the personal issues. 5. Literature Review The literature review section tries to look at what other scholars have discussed about the same topic to be researched on. This is very important since it avoids or solves cases of duplication of other people’s work. Since other people or scholars at one time had realized the importance of Oral history archive in the modern libraries, it is therefore in order to access their ideas on the topic. The oral history archive has been viewed as a useful tool in a number of areas such as psychotherapy, witness interrogation in crime investigation and learning institutions that are provided in both oral and visual formats (Rolph 1998, Gregory 1991, Parker 1999 and Sarah 2004). According to Ritchie (2003), oral history has useful information or materials that are often ignored by librarians. This is also sometimes overlooked in relation to cost value calculation (Swain 2003). The archive has played a key role in helping in audio collection, attitude and value clarification as well as necessitating multi-media approach to learning (Christel 2006 and Thomson 2000). The most obvious area where oral history archive has been used according to Perks and Thompson (1998) is in learning institutions. This is a case where a tape recorder is used in classrooms to help students understand the concept being taught in class room. However, it has been noticed that a tape recorder has not been effectively and efficiently used as compared to the use of movie, slide or overhead projectors (Lukenbill 2002). One advantage when one uses a tape recorder is that it can be stopped anytime especially when the instructor wants to emphasize important points or to allow urgent questions arising (Thompson 2000). Tapes can also be replayed to enhance re-examining or revisiting and requesting of any order that is desirable. Proper understanding of the lesson is therefore emphasized. Since the new curriculum requires students to have skills in understanding comprehension, analysis and evaluation. Oral history has been of great use to check and examine all these concepts. It is also noted that oral communication skills are very important when it comes to times of interviews where questions are phrased (Swain 2003). The interviewer and the interviewee have to be clear and precise especially in calling for specific information. The questions asked especially during the interviews need also to be answered in the most accurate manner as possible (Ritchie 2003). According to Perks and Thompson (1998), accuracy actually plays a major role in interviews and this can be facilitated by the use of oral history archive. The concept is also emphasized by Seale (2004). As a way of facilitating learning, oral history archive through the use of tapes has facilitated immediate feedback during teaching in schools. This has been done in connection with other secondary sources like books more so in secondary schools. Students’ needs are addressed as soon as possible. This rules out cases of negative delays which is commonly experienced in the traditional scholarly research where numerous collections are required (Thompson 2000). A good teacher who knows how to use tapes only needs to locate appropriate tapes in which he is expected to prepare summarized notes according to students’ understanding. This should be done after testing the entry behavior of the students before opting to use the tapes for instruction (Parker 1999). Oral history archive has also been helpful in clinical libraries (Schacher 2001). Clinicians when giving psychotherapy to patients who are mentally disturbed have used the information contained in the Oral history archive. Such patients may be suffering from Schizophrenia or psychosis (Schacher 2001 and Thompson 2000). As patients talk about their illness the clinician is able to come up with appropriate measures to provide assistance.

High Performance Work System

High Performance Work System Exploring the Performance Impact of High Performance Work Systems in Professional Service Firms: A practices-Resources-Uses Approach ABSTRACT. In the present study, we develop a practices-resources-uses approach to systematically explain the indirect effect of high performance work systems (HPWS) on firm performance in professional service context. We argue that HPWS result in the creation of human capital, social capital and organizational capital resources. These resources in turn create value for firms when they are effectively explored and exploited. Our analysis of the indirect impact of HPWS on firm performance contributes to the understanding of how and why HPWS affect firm performance by identifying valuable resources and finding out the way to effectively use them in professional service firms (PSFs). We also provide theoretical support for the arguments of the resource-based view of firm (Barney, 1991), the knowledge-based theory of firm (Grant, 1996a, 1996b) and the dynamic capabilities (Teece, Pisano Shuen, 1997) perspectives. Key words: High Performance Work System; Professional Service Firms; Resource-Based View of Firm INTRODUCTION Researchers on strategic human resource management (SHRM) argue for a focus on the bundle of HR practices rather than individual practices, as a primary unit of analysis when examining the impact of HR systems on individual and organizational performance (Huselid, 1995; MacDuffie, 1995). For example, high performance work systems (HPWS) (Datta, Guthrie, Wright, 2005) have been found to positively relate to firms outcomes especially in manufacturing firms, such as financial performance (Guthrie, 2001; Huselid, 1995), employee turnover (Richard Johnson, 2001), firm productivity (Guthrie, 2001), efficiency and flexibility (Evans Davis, 2005), and organizational commitment (Youndt, Snell, Dean Jr, Lepak, 1996). However, the relationship between HPWS and firm performance is indirect and many scholars call for deeper and more theoretical approaches to understand how and why high performance work systems (HPWS) affect firm performance (Bowen Ostroff, 2004; Combs, Liu, Hall, Ketchen, 2006; Delery Shaw, 2001), especially in service organizations (Combs et al., 2006). Based on the existing research, we argue that HPWS results in the creation of human capital (Wright, Dunford, Snell, 2001), social capital (Leana Van Buren III, 1999) and organizational capital resources (Koch McGrath, 1996). Only when these resources are effectively managed and utilized, firms can generate superior profit above that which returns to competitors in perfectly competitive environment (Schultz, 1961), achieve sustainable competitive advantage and create value (Barney Arikan, 2001; Sirmon, Hitt, Ireland, 2007). The causal chain between resource endowment and firm performance is unclear and is in need of theoreti cal explication and empirical investigation (Leana Van Buren III, 1999). Thus, we pursue two research questions: (1) How do HPWS affect firm performance in the professional services context? (2) What are valuable resources and how are they utilized by firms? Guided by the contingency theory, the resource-based view of the firm (RBV) (Barney, 1991), the knowledge-based theory (Anand, Gardner, Morris, 2007; Grant, 1996a, 1996b; Teece, 2003; Winch Schneider, 1993) and dynamic capabilities theory (Teece et al., 1997; Eisenhardt Martin, 2000), we propose a ‘practices-resources-uses performance approach to add insight to our understanding of the value creation-exploitation process in the professional service firm (PSF). The paper is structured as follows. First, we briefly introduce the literature on PSFs and explain why we chose these organisations to conduct our research. We then propose a model that highlights how HPWS affect firm performance. We argue that HPWS affect firm performance through two steps. First, HPWS create firm resources, i.e., human capital, social capital, and organizational capital. And then these resources are exploited to improve firm performance in the short run or are explored to improve firm performance in the longer run. Within the HPWS and firm performance relationship research, our model draws on the â€Å"practices-resources-uses† perspective, and provides important theoretical foundations for understanding how and why HR practices affect firm performance. We then discuss the further implications of the study for practitioners and explore the potential areas for future research. CONTEXT Professional Service Firms (PSFs) are those whose primary assets are a highly educated (professional) workforce and whose outputs are intangible services encoded with complex knowledge (Greenwood, Li, Prakash, Deephouse, 2005). Examples of professional services include accounting, engineering consulting, management consulting and legal services (De Brentani Ragot, 1996). PSFs are knowledge-intensive (Morris, 2001; von Nordenflycht, 2007, 2010) with knowledge encoded in services as outputs (Empson, 2007; Morris Empson, 1998; von Nordenflycht, 2007, 2010). PSFs are different from traditional firms. They primarily exploit intangible assets to produce customized solution for clients (Greenwood et al., 2005; Hitt, Shimizu, Uhlenbruck, Bierman, 2006; Là ¸wendahl, 2005; von Nordenflycht, 2007, 2010). Their human resources constitute the critical asset of the PSFs because they embody expertise and create firm-specific knowledge which can be translated into client solutions. Indeed clien ts may often follow professionals if they change firms (Groysberg Lee, 2009). Because PSFs differ from other firms, to apply theories from other forms of organizations is â€Å"not only inapplicable †¦ but may be dangerously wrong† (Maister, 1993: xvi). Our analysis will represent a good site to examine SHRM because human resources constitute the critical asset and therefore a strong test of the practices-uses-resources model which is what we need to justify. THERETICAL BACKGROUND AND PROPOSITONS Strategic Human Resource Management (SHRM) Strategic human resource management (SHRM) is defined as â€Å"the pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals† (Wright, McMahan, McWilliams, 1994: 298). Because firm performance stands out as a major organizational goal, many studies have been conducted that examine the linkage between human resources management practices and firm performance (Arthur, 1994; Becker Gerhart, 1996; Datta et al., 2005; Delery Doty, 1996; Guthrie, Flood, Liu, MacCurtain, 2009; Huselid, 1995; MacDuffie, 1995; Richard Johnson, 2001; Terpstra Rozell, 1993; Youndt et al., 1996). The researchers in this field argue that the bundle of HR practices rather than individual practices should be focused as a primary unit of analysis when examining the impact of HR systems on individual and organizational performance (Huselid, 1995; MacDuffie, 1995). Following the above argument, researchers have been encouraged to take a system perspective in examining the performance impact of HRM on relevant organizational outcomes (Wright Boswell, 2002). For example, the study by Youndt et al. (1996) demonstrated that human capital-enhancing HR system was directly related to multiple dimensions of operational performance, i.e., employee productivity, machine efficiency, and customer alignment; the results of Collins and Clark (2003) indicates that the network-building HR practices positively related to the organizational performance, i.e., growth in sales and stock return; the research by Huselid (1995) illustrates a positive relationship between high performance work practices and organizational turnover, productivity and financial performance; the research on high performance work systems (HPWS) conducted by Datta et al. (2005), Guthrie et al. (2009) and Combs et al. (2006) finds that HPWS positively affected firms labour productivity, employee absenteeism and turnover. HPWS include HR practices that are designed to enhance employees skills, commitment, and productivity (Datta et al., 2005). Most previous literature on the relationship between HRM practices and firm performance has looked at the direct relationship. However, many scholars agree that there are probably mediating variables through which HRM practices affect firm performance. As Wright and Gardner (2000:4) write, â€Å"One of the first issues that must be settled in the effort to understand how HR practices impact performance is to theorize the means through which this relationship occurs, in essence specifying the intervening variables between the measure of HR practices and the measure of firm performance.† In the existing research, some scholars found human capital as one of mediators between SHRM and firm performance. Human capital refers to the stock of skills and knowledge embodied in individuals (Becker, 1964; OSullivan Sheffrin, 1998). Guest (1997) argues that SHRM improve employees quality, i.e., skills and abilities. Snell and Dean (1992) also argue that HRM should ideally work to enhance the firms competitive position by creating superior human capital skills, experience and knowledge that contribute to firm economic value. Wright et al. (2001) assert that HPWS might have resulted in the creation of a high quality human capital pool that cannot be easily imitated because of time compression diseconomies (e.g., Mercks RD capability). Becker and Huselid (1996) state that human resource activities are thought to lead to the development of a skilled workforce and one that engages in functional behavior for the firm, thus forming a source of competitive advantage. This results in h igher operating performance, which translates into increased profitability, and consequently results in higher stock prices (or market values). There are also some scholars found that many human resource management practices have a significant role to play in creating social capital. Social capital is a resource which is embedded in the relationship among individuals (Loury, 1977; Coleman, 1988, 1990; Bourdieu; 1985; Burt, 1992; Putnam, 1993; Nahapiet Ghoshal, 1998; Lin, 2001). For example, Wright et al. (2001) argue that HPWS may promote and maintain socially complex relationships characterized by trust, knowledge sharing, and teamwork (e.g., Southwest Airlines unique culture). Youndt, Subramaniam and Snell (2004) state that thoughtful selection of people who ‘fit with the organizations culture, or intensive training programmes that not only socialize incoming employees but also indoctrinate common values among existing employees, may have a strong impact on the social capital of organizations. Leana and van Buren III (1999) introduce the construct of organizational social capital and develop a model that describes i ts components and consequences. They suggest that employment practices strongly affect the level of organizational social capital within a firm. They also describe the potential benefits and costs of organizational social capital for the firm and noted the contingent nature of organizational social capitals relationship with performance. In other words, organizational social capital mediates the HR practices and organizational performance relationship. Evans and Davis (2005) provide a theoretical framework illustrating how the internal social structure of the organization can mediate the relationship between HPWS and organizational performance. The third mediator between SHRM and firm performance is found as organizational capital. Subramaniam and Youndt (2005) and Youndt et al. (2004) define organizational capital as the institutionalized knowledge and codified experience residing within and utilized through databases, patents, manuals, structures, systems, and processes. Wright et al. (2001) argue that HPWS might play a role in creating cultures or mindsets that enable the maintenance of unique competencies. They mention that HR is not limited to its direct effects on employee skills and behavior. HRs effects are more encompassing in that they help weave those skills and behaviors within the broader fabric of organizational processes, systems and, ultimately, competencies. Other strategists who embrace the RBV point out that competitive advantage (vis core competence) comes from aligning skills, motives, and so forth with organizational systems, structures, and processes that achieve capabilities at the organizational lev el (Hamel Prahalad, 1994; Peteraf, 1993; Teece et al., 1997). Koch and McGrath (1996) take a similar logic in their study of the relationship between HR planning, recruitment, and staffing practices and labor productivity. They argue that â€Å"†¦ a highly productive workforce is likely to have attributes that make it a particularly valuable strategic asset,† (p. 335). They suggest firms that develop effective routines for acquiring human assets develop a stock of talent that cannot be easily imitated. The human capital, social capital and organizational capital are defined as three components of intellectual capital. One systematic research conducted by Youndt et al. (2004) find that a relatively small group of superior performing organizations exhibit high levels of human, social, and organizational capital. Most firms, however, tend to focus primarily on only one form of intellectual capital, and a small group of underperforming organizations have very low levels of all three types of intellectual capital. Another research by Subramaniam and Youndt (2005) suggest that an organizations efforts at hiring, training, work design, and other human resource management activities may need to focus not only on shoring up their employees functional or specific technological skills/expertise, but also on developing their abilities to network, collaborate, and share information and knowledge. To summarize, although the relationship between SHRM and firm performance has been found positive, it is indirect. Efficient SHRM could improve employees knowledge, skills, strength the relationships between employees, and also create superior databases, processes and then help firms achieve higher performance. In the following section, we analyse how HPWS create firm resources in PSFs. HPWS and Firm Resources There is a positive relationship between HPWS and firm performance. But how HPWS affect firm performance remains to be understood. The resource-based view of firm (RBV) argues that a firms competitive advantages lie primarily on the application of valuable resources, skills and capabilities that the firm already control (Barney, 1991; Penrose, 1959; Wernerfelt, 1984). The knowledge based theory of firm (Grant, 1996a, 1996b) considers knowledge as the most strategically significant resource of the firm. This knowledge is embedded and carried through multiple entities including individuals, relationships and organizational culture, identity, routines, documents, systems. Guided by the resource-based view of firm (Barney, 1991) and the knowledge-based theory of firm (Grant, 1996a, 1996b), we argue that HPWS affect firm performance by creating valuable, rare, imperfectly imitable, and non-substitutable resources (Barney, 1991), i.e., human capital, social capital, and organizational capital. And these resources can also be understood as the places where knowledge is embedded. Human capital. In PSFs, the human capital is defined as the knowledge and skills of their professionals that can be used to produce high quality professional services (Hitt, Bierman, Shimizu, Kochhar, 2001; Hitt et al., 2006; Pennings, Lee, Van Witteloostuijn, 1998). Human capital plays a strong role as the PSFs key resource in solving client problems (Morris Snell, 2008). Professionals possessing large amounts of experience, education, and training should be able to effectively create ideas on their own in response to the complexities of unique client needs. Their localized experience helps them to understand the needs of local clients and markets, which allows them to develop solutions that are unique to each contextual environment and hence heterogeneous across the firm. Professionals who draw the most upon human capital tend to rely on the experimentation, inspiration, and experience of individuals to solve a problem (Morris Snell, 2008). To build high human capital, PSFs nee d to identify, attract and retain superior professionals, which can be achieved through HR practices such as selection, recruitment and training. HRM should ideally work to enhance the firms competitive position by creating superior human capital skills, experience and knowledge that contribute to firm economic value (Guest, 1997). Thus we propose that HPWS result in the creation of a high quality human capital pool that cannot be easily imitated because of time compression diseconomies, e.g., Mercks RD capability (Wright et al., 2001). For example, the professionals in PSFs gain explicit knowledge through their formal education and tacit knowledge through learning on the job. HR practices are thought to lead to the development of a skilled workforce and one that results in functional behavior for the firm, thus potentially forming a source of competitive advantage (Becker Huselid, 1998). These arguments lead to the following proposition. Proposition 1a: The PSFs human capital mediates the relationship between HPWS and firm performance. Although human capital has many positive benefits, it represents costs to firms as well. For example, PSFs usually try to recruit the best graduates from top institutions. To attract them, firms need to provide compensation which is more than their marginal productivity early in their careers (Hitt et al., 2001). Furthermore, professionals new skills must be developed since they gain tacit knowledge through learning on the job (Bierman Gely, 1994). Although they are learning new skills, they may be less effective at the beginning. The cost for them may exceed their capital (Hitt et al., 2001). These arguments lead to the following proposition. Proposition 1b: There is a curvilinear relationship between the PSFs human capital and firm performance. The relationship is negative early in the professionals tenure but becomes positive. Social capital. Social capital is a resource which is embedded in the relationships among individuals (Loury, 1977; Coleman, 1988; Bourdieu; 1985; Burt, 1992; Putnam, 1993; Nahapiet Ghoshal, 1998; Lin, 2001). It is different from human capital. Social capital is embedded within, available through, and derived from the network of relationships possessed by an individual or social unit (Nahapiet Ghoshal, 1998) while human capital is embedded in individuals head (Becker, 1964; OSullivan Sheffrin, 2003). Social capital plays an important role in PSFs. The firms ability to attract and retain clients depends not only on its competence to provide high quality services produced by the professionals human capital but also on their connections to potential clients (Maister, 1993; Smigel, 1969). Pennings et al. (1998) analysed firm-level and individual-level social capital in PSFs. The firm-level social capital can help PSFs attract potential clients because the potential clients will choose a firm as a service provider on the basis of previous interpersonal relationship with the firms professionals when other things are equal. Within PSFs, the fact is that a set of clients are handled or looked after by an individual professional who is the key person. Their results show that social capital of owners (partners) contributed more to firm survival than those of employees (associates). Pennings et al. (1998)s study produced major evidence for the contention that a firms human and social capital have important implications for performance. The service delivered by PSFs suffers from an â€Å"opaque quality† because of PSFs knowledge intensity (von Nordenflycht, 2010). This refers to situations where the quality of an experts output is hard for non-experts (i.e., customers) to evaluate, even after the output is produced and delivered (Broschak, 2004; Empson, 2001; Levin Tadelis, 2005; Là ¸wendahl, 2000; cited in von Nordenflycht, 2010). In this situation, personal relationships and ambiguity reduction through personal contact take on extra significance. As clients and customers often have problems estimating the value of the product/service offered, establishing close social links between the PSFs and the customer/ client becomes vital (Alvesson, 2001). Other things equal, the potential clients will choose a firm as a service provider on the basis of previous interpersonal relationship with the firms professionals (Pennings et al., 1998). In addition, PSFs typically make investments in relationships with clients and make efforts to generate social attachment (Fichman Levinthal, 1991). Some research also demonstrates that social capital mediates the HR practices and firm performance relationship. For example, Youndt et al. (2004) state that thoughtful selection of people who ‘fit with the organizations culture, or intensive training programmes that not only socialize incoming employees but also indoctrinate common values among existing employees, may have a strong impact on the social capital of organizations. Collins and Smith (2006)s found that commitment-based HR practices were indirectly related to firm financial performance through their effects on organizational social climate and knowledge exchange and combination; Thus, HPWS improve the internal social structure within organizations, that facilitates communication and cooperation among employees (Evans Davis, 2005) which in turn has been found to be linked to organizational performance. These arguments lead to the following proposition. Proposition 1c: The PSFs social capital mediates the relationship between HPWS and firm performance. Organizational capital. Organizational capital is defined as the institutionalized knowledge and codified experience residing within an organization and utilized through databases, patents, manuals, structures, systems, and processes (Youndt et al., 2004; Subramaniam Youndt 2005). The organizational routines and processes which embody organizational knowledge are a source of organizational competitive advantage (Teece, 2000) In PSFs, organizational process of the typical professional service firm (PSF) is highly institutionalized because of the knowledge-based nature of the work and ultimately, in the historical evolution of relatively autonomous professions (Freidson, 1986; Greenwood, Hinings, Brown, 1990; cited in Morris, Gardner, Anand, 2007). The organizational routine of PSF is informal work understandings and practices built up by colleagues as they collaborate over time, like an accumulated short hand of work (Morris, 2000: 822). Morris and Snell (2008) emphasize the importance of organizational capital for PSFs. They state that organizations tend to draw on organizational capital for many aspects of learning, including knowledge creation, sharing, and integration, but this resource may provide more value for specific types of learning. Based on the basis of previous literature and their own experience with PSFs, organizational capital is most likely to create more value when individuals in the organization are trying to integrate knowledge. In terms of integration, then, organizational capital helps to create value through the implementation and reuse of knowledge across affiliates, which allows professionals to deliver solutions more efficiently to clients. Besides facilitating knowledge integration, organizational capital also shapes professionals image and identity (Empson, 2001) which plays an important role in attracting new clients. Many scholars have found that SHRM improve organizational capital. For example, Wright et al. (2001) argued that HPWS might play a role in creating cultures or mindsets that enable the maintenance of unique competencies (e.g., the safety record of DuPont). The HR is not limited to its direct effects on employee skills and behavior. HRs effects are more encompassing in that they help weave those skills and behaviors within the broader fabric of organizational processes, systems and, ultimately, competencies. Other strategists who embrace the RBV point out that competitive advantage (vis core competence) comes from aligning skills, motives, and so forth with organizational systems, structures, and processes that achieve capabilities at the organizational level (Hamel Prahalad, 1994; Peteraf, 1993; Teece et al., 1997). Koch and McGrath (1996) took a similar logic in their study of the relationship between HR planning, recruitment, and staffing practices and labor productivity. They arg ued that â€Å"†¦ a highly productive workforce is likely to have attributes that make it a particularly valuable strategic asset,† (p. 335). They suggested that firms which developed effective routines for acquiring human assets develop a stock of talent that cannot be easily imitated. They also found that these HR practices were related to labor productivity in a sample of business units, and that this relationship was stronger in capital intensive organizations. These arguments lead to the following proposition. Proposition 1d: The PSFs organizational capital mediates the relationship between HPWS and firm performance. The Uses of Firm Resources The resource-based view of firm (RBV) and knowledge-based theory of firm contribute to identifying the existing resources that have the potential to constitute a source of sustainable competitive advantage (Hitt et al., 2006). However, merely possessing such resources does not guarantee the development of competitive advantages or the creation of value (Barney Arikan, 2001; Priem Butler, 2001; cited in Sirmon et al., 2007). These valuable resources must be effectively managed and utilized to achieve superior profit (Schultz, 1961) and a competitive advantage (Barney Arikan, 2001; Sirmon et al., 2007). The emphasis on the use of resources is consistent with the dynamic capabilities perspective (Teece et al., 1997) which includes considerations such as how resources are developed, how they are integrated within the firm and how they are released. Using these resources is the same as using the knowledge which is embedded in the individuals, the relationships and the organizational processes, routines, databases, and systems. There are two streams or approaches of research on using these knowledge or resources (Hargadon Fanelli, 2002). One focuses on how to reuse or replicate existing knowledge, i.e., exploitation (Levitt March, 1988). The other one focuses on how to generate new knowledge, i.e., exploration (March, 1991; Kogut Zander, 1992). The effective use of resources may help a PSF balance the effective exploitation of existing resources with exploration of knowledge to create new capabilities. The following matrix shows how PSFs create value by exploiting and exploring existing resources. The matrix shows that the exploration of resources in PSFs is to deliver new products or service to new clients and to deliver new products or service to old clients. It also shows that the exploitation of resources in PSFs is to deliver existing services or products to the existing clients or new clients as there is no new knowledge/capability required. The exploration process needs to explore the human capital to invent new products or services and the social capital to attract new clients and new business and the organic organizational capital (Kang Snell, 2009) that facilitate this delivery. The exploitation process needs to reuse or refine the existing products or services and existing clients, which requires the standardized organizational capital (Kang Snell, 2009) to facilitate this delivery. To illustrate exploration and exploitation more detail, four capabilities of PSFs are identified to effectively exploit existing resources with exploration of knowledge to create new capabilities. They are managing teams, leveraging knowledge, combining and exchanging knowledge, and sensing the changes in the external environment capabilities. Managing teams. In professional service firms, most of work is project or program-oriented, serving the needs of the external customers. It requires several professionals work together, and frequently involves client contact, often through co-location at a clients place of business. Then team forms the basic unit of work in the professional service firm. Generally, a team consists of partners and associates. The dynamic global economic environment accelerates PSFs work speed. Usually the customers assignments are much more compressed in term of time (Morris, Gardner, Anand, 2007). Therefore, to successful serving clients, the team management is vital. Teece (2003) provides a lot emphasis on the coordinating tasks, managing conflict, communicating and cooperating within the team in team management. As with the traditional firm, coordination must be achieved, and conflict must be managed. In the professional services context, raw conflict can lead to mass defections and the destruction of enterprise value, even more assuredly than in an industrial company setting. So conflict management is likely to be especially significant with an expert services context because experts are likely to not only have strong preferences, but are also likely to be self-confident, possibly egotistical, and possibly lacking in good business sense while already having some degree of established financial success (Teece, 2003: 897). The most critical communication in a professional service context is frequently peer-to-peer. Partners (senior talent) frequently need to access other senior talent in order to meet client needs (Teece, 2003: 903). Leveraging knowledge. Leveraging knowledge, that is the transfer of know-how from seniors to juniors in client assignments, sustains the basic division of labor in the professional firm and also underpins its profitability (Hitt et al., 2001; Malos Campion, 2000). All professional firms compete by leveraging knowledge and partners reputation (Greenwood et al., 2005). In PSFs, partners own the most human capital and social capital in a firm. To meet clients demands, partners need to select other professionals to form a team to possess the appropriate skills, experience and training. In this way, the partners knowledge and capabilities are leveraged. Meanwhile, the junior professionals, or associates also acquire intangible knowledge during the long apprenticeship they serve with their senior colleagues before being assessed for a partnership position. Leverage ratios are measured by total number of associates divided by the total number of partners (Hitt, et al., 2001; Phillips, 2001). High leverage ratios are commensurate with highly codified knowledge packages and standardized tools and methodologies which can routinely be applied by junior associates. Lower leverage is associated with experience or expertise models in which knowledge is less routinized and the firm seeks more complex projects in which there is a premium on the experience or special expertise of more senior staff (Maister 1993; Hansen, Nohria, Tierney, 1999). Effective leveraging creates dynamic capabilities whereby the firm is able to renew, augment, and adapt its current capabilities to serve continuously changing and new client needs (Teece et al.. 1997; Tripsas, 1997; cited in Hitt et al., 2001). Hitt et al. (2001) also find the empirical support for the positive relationship between leveraging and firm performance in professional service context. Combining and exchanging knowledge capability

9 11 Essay :: September 11, 2001 Essay

On September 11, 2001 terrorists crashed two American airline airplanes into Twin Towers, killing thousands of people. It was the worst terrorist attack in American history and it showed us that we are not protected by Atlantic and Pacific. It showed us that we could be attacked by anyone at anytime. It showed us that if we will be attacked again that we can only depend on each other and not on other nations to help us. The 9/11 changed people forever, some lost family members or friends, others lost their jobs even so called â€Å"American Dream.†   Ã‚  Ã‚  Ã‚  Ã‚  The September 11th attacks made us united as one powerful person who can stand up from the ruins of thousands pounds of metal and fight so that we wont have to be in ruins again. In the recent videos Osama bin Laden and his colleagues are talking about the power of Islam and the attacks on Twin Towers. It seems like Osama bin Laden and other radicals are ready for â€Å"Jihad† and they are ready to win. They say that Allah is on their side and people around the world want to learn more about Islam since the September 11th attacks. A good example was John Walker, an American who was with Taliban army man when he was captured. He was studying Muslim traditions in Pakistan where he joined Taliban. The other day I was watching â€Å"Dennis Miller Live† where I heard Dennis Miller talk about John Walker, he said that his parents should give him more then just spanking. This showed me that even today almost five months of 9/11 people still talk about it.   Ã‚  Ã‚  Ã‚  Ã‚  Our military campaigns in Afghanistan eliminated a regime that supported terrorism and other violent groups. Today in Afghanistan there is no regime and the country is rebuilding it self from the ruins of Soviet war. John Ashcroft who is now the famous man on TV is probably the only one who takes the problem seriously. He said that he wants to check for people who have connections with the Alquida and its cells. But some people say it’s unconstitutional to do that, but in 1700’s or even 1800’s terrorists did not attack America. That means that our finding fathers did not had to deal with Ottoman Empire nor their attacks because we were protected by oceans. Even in the old days constitution was not a factor for some people to do something immoral or illegal.

Christians Dons Have the Answer :: essays research papers

Irrefutable Questions that Christians Can't Answer 1. Explain why your god's only son had to die so we can go to magic happy land when we croak. 2. Did everyone who died before Jesus died go to Hell? Justify your answer. 3. If a Catholic, justify the Inquisition and other persecutions of "heretics" throughout the centuries, concentrating on why the Pelagianists, the Priscillianists, and the Manichaeans were persecuted; if a Protestant, justify the witch trials and the way that Protestants constantly hunted down native Americans until there were so few that the government could simply take their land; if a member of an Eastern Orthodox church, justify the persecutions of the Old Believers after the reforms of the seventeenth century. 4. Explain why your sect (whether Catholic, Protestant, or Eastern Orthodox) pursued, tortured, and killed people who were not Christian. 5. Explain why your sect (whether Catholic, Protestant, or Eastern Orthodox) pursued, tortured, and killed people who were not members of your particular sect. 6. Explain why I should believe that your god is all-good when the only real information we have about him is the Bible, which clearly describes him as both good and evil. (See Isaiah 30:32, Luke 14:26, Numbers 31:17-18, Matthew 10:34, Amos 3:6, Deuteronomy 18:8, Deuteronomy 20:16, Exodus 20:5, Exodus 32:27, Isaiah 45:7, Psalms 52:5, Luke 22:36, and Jeremiah 18:11 for a small sample of Biblical passages which describe Jehovah as having an evil morality at times). 7. Explain why, when racism is clearly wrong, Jesus was clearly a racist (see Mark 7:25-29). NOTE: under no circumstances will I believe the idea that racism is morally acceptable. 8. Explain why, when discrimination against women is clearly wrong, the Bible clearly supports the oppression of women. Answering this question entails refuting 1 Cor 11 and 1 Tim 2:11-15. NOTE: under no circumstances will I believe that discrimination against women solely on the basis of sex is morally acceptable. 9. Explain why, when slavery is clearly wrong, the Bible clearly supports slavery. Answering this question entails refuting 1 Peter 2:18. NOTE: under no circumstances will I believe that slavery is an acceptable way to run a society. 10. Explain why children should submit to their parents' decisions even when those decisions are clearly evil. Answering this question entails refuting Deuteronomy 21:18-21, Proverbs 13:24, and Hebrews 12:7-8. 11. Explain why, if your god loves us all, more than half of us are going to Hell after we die. Specifically, refute or explain the following words of Christ, as presented in the New Testament: "Many are called but few are chosen," and "Straight is the gate,

Family Themes in Shakespeare :: essays research papers fc

Some of Shakespeare’s most well known works are his tragedies. One of the reasons they are still read worldwide is Shakespeare’s study of character and the relationships, which these characters are involved with. In order to get the full tragedy; the characters must represent basic morals or ideas. A common theme among a lot of Shakespeare works is the idea of family and what it means to be within and part of a family. This idea of a natural law, in which it deals with society’s and family’s expectation of what is to be given from parent to child as well as the bond which is made. In Shakespeare’s King Lear, the two plots revolve around a parent’s dealing with children who are not proper to what is expected of them. King Lear is a story, which deals with the idea of familial expectation and the roles in which parents and children play. Lear’s madness and his obsession with being praised blinded him to the child who was really the only one who loved him, Cordelia. The same with the Earl of Gloucester, he was blinded by his illegitimate child, Edmund, who set out to turn him away from his heir, Edgar. Within the story, these two children and a few loyal servants try to help and eventually try to save the King and Gloucester, but they are both too stubborn to recognize the goodness and true bond in these people. The story of King Lear deals with the turmoil of a chaotic world began by the boundaries of family and personal relationships being turn upside down.   Ã‚  Ã‚  Ã‚  Ã‚  The story opens with King Lear, ready to retire, calling his three daughters to the room. When everyone had assembled, Lear made the grand announcement that he would divide the kingdom three ways, a piece to each daughter. However, he added that the larger pieces were to go to the daughter who loved him most. He based this not upon their actions but the speech they gave. The first two daughters, Regan and Goneril, made a flowery and obviously fake speech in which Lear preened and awarded them their kingdoms. When it came to his third daughter, Cordelia, she answered, â€Å"Unhappy that I am, I cannot heave my heart into my mouth. I love your majesty according to my bond, nor more nor less.† (Abrams, pg. 893) In that she tells her father she loves him but will not participate in the game he had arranged for the dividing of his lands.

Religions Matrix

He set off to find Supreme Enlightenment. Shamanic Buddha who taught the Four Nobles and the Eightfold Path for liberation from suffering. I Confucius who taught Confucianism. Family name was Kong, he was honored as Kong fuzz. I The origin of Taoism is thought to be the way of the Yellow Emperor. The texts used are thought to have been written by Laszlo. Gazing who left government position to pursue freedom and solitude. I Central beliefs I The central belief of Hinduism Is karma, which Is If you do good, good things will come to oh, If you do bad things, bad things will happen.The ultimate goal is to achieve mimosa or liberation from the cycle of reincarnation through realization of the immortal Absolute. I Seek eternal rather than temporal pleasure. Tetrahedral is self- discipline and self-control but has not ties to deities. To seek Supreme Enlightenment through the Eightfold Path and be strive for liberation from suffering. Be non-violent, non-confronting, trained mind, and peace will follow through meditation. I Focuses on ways of developing a Just and orderly society.Confucius believed Jean could save society through innate goodness, love, benevolence, perfect virtue, humaneness, and human-heartiness. I The world is naturally in harmony; Dad is our natural state. The idea of Dad which is unnamable. It is a mystical reality that cannot be grasped by the mind. Experience the unity of all things, cease to feel personal preferences, and take no Intentional or evasive action towards the flow of things. I Nature of God I Hindus have many deletes, the three major groupings are: Stats, Salves, and Vaccinates. I The belief is that the world has always been.There is no supreme deity. Enlightenment comes within oneself. I Do not acknowledge any deity. I They believe in Shanghai, the Lord on High, ruler of the universe, the supreme ancestor of the Chinese. He is not acted though as a Creator or God. I Texts I Veda, the oldest Vided scriptures is Rig Veda. Tantrums wh ich teach how to worship the feminine divine. I Butterball which was composed In the first century. Mahayana texts, the Lotus Sutra described Babyhood and how to achieve It. I Confucian Classics which was later replaced with Mao Sedona.The Confucian Classics were known as the Five Classics and Four Books during the Song Dynasty. I Diode Jinn I Ritual and practice(sacred elements & their meaning) I There are 16 rites prescribed in the scriptures to purify and sanctify in their life cycle: Pupas- which Is public worship to allow the sacred presence to be made tangible through devotions employing all tenet senses, ritual Tire ceremonies winner offerings are mace to the deities in exchange they will be rewarded, and death ceremonies also by fire which is designed to cleanse the body after death and release the soul to the spiritual realm.Fasting and prayer is observed during lunar and solar cycles or times during dangers. I Healing rituals which invoked the power of Buddha and dharma to ward off evil spirits and cure afflicted people. Yoga is practiced clear and train mind. Titanic practices by teachers to help those achieve to higher learning of Buddhism, the highest of them are lamas. Deity yoga to meditate to embody the various qualities that the practitioner wishes to manifest. I They include the Four Life Passages: birth, death, reaching maturity, and death.I Fen Shut-involves the study and harmonious placement of graves, temples, and even furniture. They communicate with spirits through sacrifice and ceremonies. Priests speak to the spirits with kind words to please them so they will do no harm. By singing and dancing they are begging the spirits to descend. I Ethics and morality I Karma is the ethnically strong teaching that there are consequences for all you do whether good or evil. Moral and ethically principles are truth, non-violence, non-stealing, intestine, non-covetousness, cleanliness, contentment, burning zeal, self-study, and devotion to God.I The y refrain from violent, harmful speech, and doing things harmful to their bodies or doing harm to their environment. Ethics include being unselfish and seeking enlightenment with meditation. It is believe anyone can seek enlightenment. I One is concerned with self-improvement rather than public recognition, mindful of parents, speaks cautiously but acts quickly, and regards human nature as basically good. I Does not set a standard of morality and goes without labeling things â€Å"good or evil†. I

The Money Transfer Service – Competition in the global market

In any given market a healthy business is one that looks for a strategy that will give it a competitive advantage over the rest of the players in the industry. This is key in penetrating the market and ensuring that it stays a notch above the others in the delivery of a good or service to its clientele. In many cases competition is quite healthy, as articulated below with regard to the wars between Coke and Pepsi Companies in the United States: The warfare must be perceived as a continuing battle without blood. Without Coke, Pepsi would have a tough time being an original and lively competitor. The more successful they are, the sharper we have to be. If the Coca-cola company didn’t exist, we’d pray for someone to invent them. And on the other side of the fence, am sure the folks at Coke would say that nothing contributes as much to the present day success of the Coca Cola Company than†¦ Pepsi. All types of businesses, however small they are, have had competition in one way or another. A mama mboga business will definitely have competition from the neighbours selling the product. At the beginning there might seem to be none, but over time the competition emerges. Historical Background. The traditional electronic money transfer services include but not limited to the following: †¢Electronic Funds Transfer (EFT) service offered by banks, where funds take one day to be transferred to the recipient. †¢Real Time Gross Service (RTGS) – here funds are transferred between banks within a span of two hours upon the instructions being issued by a client. This is a much faster approach than the EFT module, serving as a big boost mainly to business people who need to seal deals faster. †¢Telegraphic Transfers (TTs) – this relates to the sending of funds from one country to another, and takes approximately four working hours. †¢Money Orders. These methods listed above require that one operates a bank account something considered a luxury in many parts of the developing countries. Likewise in Kenya this proves a challenge especially for the people in the rural areas and the informal settlements. As mentioned above, this listing is not conclusive as there are other known conventional means of sending money that include the following: †¢Western Union Money Transfer Service †¢Money Gram Money Transfer Service These two are phenomenon in sending of funds globally. Mobile Money Transfer Service No one ever envisaged that some day it would be possible to send funds using mobile phones. However Kenya has now been introduced to the world arena as a result of pioneering the mobile money transfer service, Safaricom synonymous with the m-pesa product. The mobile money transfer refers to the movement of money from one destination to another by use of the mobile phone as a means of transfer. In essence this refers to translocation of e-money from one point to another without the involvement of physical translocation. The journey of mobile money transfer began in the early years of 2000, with the launching of Sokotele by the then Celtel mobile company. The service enabled one to send funds via mobile, where the transaction was initiated through a financial institution to the recipient’s mobile. The recipient then would walk to a branch of the financial institution and be paid. The m-pesa product worked on the same module but enhanced the same, by putting the power of money transfers in the hands of the cellphone owner. This meant the bank link was removed from the equation, with the people dealing with each other through agents spread all over the country including the remote rural areas. The invention of the money transfer service has seen all the mobile companies in Kenya running the service, not ready to be left behind by the competitors. The facility is now spreading fast to other countries globally, albeit under different names. Competition The invention of the mobile money transfer has brought about a revolution in the financial sector, affecting the forms of funds transfer as mentioned above. This is slowly permeating the global scene, with Kenya serving as the home of mobile money transfer. The new product has great implications on the financial sector, both positive and negative. Banks have since taking advantage of this technology to bring on board clientele that have adopted mobile money transfer. They have relied on this platform to introduce mobile banking to their clients, empowering them to have their bank accounts in their hands whereby they can withdraw funds from their accounts by use of the mobile phones and vice versa. On the downside of it, a greater portion of the population is now saving their money on the mobile money transfer facilities. The facility seems to be growing fast into an e-bank, which affects the deposits that are traditionally found in banks. This has seen banks aggressively move to the public in search of deposits, thereby giving large interest rates n the deposits, contrary to the past where interest rates paid on deposits by banks were very low. The diversity of added provides on the main mobile money transfer service is making completion tight on banks. The adoption of M-Shwari encourages clients to save with the intention of borrowing, with the collateral being the savings as opposed to known collaterals such as land title deeds. The use of Western Union and Money Gram locally has declined due to the convenience of M-pesa, Airtel Money, Yu Cash and Orange Money in Kenya. With the spread of these facilities across the world (e. g. Airtel money in many African countries and India). With reduced demand for the formally established products, some of the providers have opted to partner with the money transfer service providers in order to tap into the great technology e. g. Western Union partnered with Safaricom, whereby funds can be send from overseas direct to one’s phone in Kenya. The money transfer service has also seen the introduction for card transfer services such as Nation Hela, whereby money can be dent from abroad direct to one’s visa card, with a notification direct to the recipient’s phone. Currently payment of a number of bills is made direct from the phone as opposed to going to queuing to make payments e. g. electricity bills, water bills etc. Conclusion Kenya is fast becoming home to a number of world accredited money transfer services that are equally spreading across the globe. These are expected to bring about intense but healthy competition on the financial front. These great innovations shall force financial institutions to rethink their strategies find the best way to take competitive advantage.