Suchergebnisse

PurposeThis study explores the influence of Wasta, informal social network on the retention of non-family talented employees in family-owned SMEs in Jordan. Despite the increased attention received by talent management (TM) in the last decade, limited attention has focused on family-owned-SMEs. This study demonstrates while resource-based view explains how human capital provides sustainable competitive advantage the lack of strategic retention management may lead to losing this competitive advantage.Design/methodology/approachA multiple case study approach underpinned by a qualitative orientation was utilized to help explore the dynamics of TM practices in greater depth. The authors conducted a series of 18 semi-structured in-depth interviews with HR managers, non-family junior and middle managers from six family-owned enterprises.FindingsEvidence showed that family Wasta accelerate employee dissatisfaction among non-family talented individuals and in turn enhances their intention to leave due to organizational injustice and lack of organizational support.Practical implicationsThis study could help managers in family-owned organizations enforce the concept of organizational justice by implementing solid performance management systems and talent reviews to strengthen the social exchange with non-family competent employees.Originality/valueFirst, this study demonstrates how access to Wasta accelerate the mobility of non-family talented individuals and in turn enhances their intention to leave. Second, this study provides a theoretical and contextual framework to deepen the authors' understanding of the impact of social networks on strategic retention performance.

Enterprise resource planning (ERP) systems are complex systems that face a high probability of failure, which require careful development by university management. This study aims at exploring the application of ERP implementation life cycle processes in the context of the higher education sector (HEIs). The study employed a multiple case study approach and semi-structured interviews with a number of information system managers, and other professional services managers across three HEIs from Jordan. Results indicate that ERP implementation life cycle consists of three phases and eight stages. Updating six stages identified in previous research, this study suggests two additional major stages, namely "testing" and "go live." The proposed model in this study can be used by senior management, technical, and academics as clear guidelines while adopting and implementing ERP in the HEIs. Little is known of the application of ERP implementation life cycle processes in the context of HEIs. The study makes a unique contribution in two facets: first, its application to the HEIs with its specific features in comparison to business sector; and second, the study suggests two additional major stages to the traditional phases model for ERP.