Suchergebnisse

Intro -- Preface -- Reference -- Acknowledgements -- Contents -- About the Authors -- Chapter 1: Technology Transfer Offices: Roles, Activities, and Responsibilities -- 1.1 Introduction -- 1.2 Roles and Activities of TTOs -- 1.2.1 A Typology of TTO Roles and Associated Activities -- 1.3 Responsibilities of TTOs -- 1.3.1 TTO Responsibilities to Multiple Stakeholders -- 1.4 Developing Expertise -- 1.4.1 Levels of Staffing -- 1.4.2 Technology Transfer Skills -- 1.4.3 Personnel Profile -- 1.4.4 Functions of TTO Staff -- 1.5 Implications for TTOs and University -- References -- Chapter 2: University Research Commercialisation: Contextual Factors -- 2.1 Introduction -- 2.2 Commercialisation Culture and Ethos: Macro and Institutional Factors -- 2.3 Motivations and Barriers to Commercialisation Experienced by Researchers -- 2.3.1 Institutional Barriers to Technology Transfer -- 2.3.2 Operational Barriers to Research Commercialisation: Constraints and Activities -- 2.3.3 Cultural Barriers: Mutual Incomprehension -- 2.4 Measuring Performance -- 2.4.1 The Difficulty of Measurement -- 2.4.2 Metrics and Indicators: Some Challenges -- 2.5 Business Model Framework for Technology Transfer Offices -- 2.6 Some Implications for Universities and TTOs -- References -- Chapter 3: Business Model Framework: Strategic Considerations -- 3.1 Introduction -- 3.2 Strategic Plan -- 3.2.1 Developing Strategic Plans -- 3.2.2 Developing Mission Statements -- 3.3 Technology Transfer Activities -- 3.3.1 Identifying Technology Platforms -- 3.3.2 Developing and Sustaining an Active Network -- 3.3.3 Focus on Core Activities and Developing Core Competencies -- 3.3.4 Boundary Spanning: Communicating to Stakeholders and Managing Expectations -- 3.4 Organisational Structure -- 3.4.1 Executive Committees -- 3.4.2 Co-location of Offices -- 3.4.3 Degree of Autonomy.

This special issue of the International Journal of HRD Practice, Policy and Research brings together on-going work from the Global Entrepreneurial Talent Management3 (GETM3) project. GETM3 is a European Union Research Innovation and Staff Exchange (RISE) project investigating the HRD implications of the way existing and future talent can be managed at work, harnessing the entrepreneurial attitudes and skills of young people. The project is both interdisciplinary and international, exploring the key challenges of managing this entrepreneurial talent within organizations. The scope and content of the project align neatly with the intent of the Journal of International Journal of HRD Practice, Policy and Research, not least the emphasis on practical HRD implications. Indeed, at the heart of GETM3 is an appreciation that true understanding and impact can only come from engagement with multiple stakeholders. This editorial provides a brief contextual overview of GETM3, focusing on its relevance for HRD, before providing a brief review of the articles and opinion/forum pieces that make up the special issue. Such explorations are certainly timely. Deloitte's recent Global Human Capital survey highlights that organizations must re-invent their ability to learn. Indeed, the top rated trend for 2019, reflected by 86% of respondents, was the need to improve learning and development (Deloitte, 2019: 77). Related to this is the requirement for more dedicated evidence exploring the nature and impact of HRD (Gubbins, Harney, van der Werff, & Rousseau, 2018; Mackay, 2017), coupled with more directed attention to the process, rather than the content, of HRD interventions (Staats, 2019). The papers in this special issue certainly make a contribution to enhanced understanding

This special issue of the International Journal of HRD Practice, Policy and Research brings together on-going work from the Global Entrepreneurial Talent Management3 (GETM3) project. GETM3 is a European Union Research Innovation and Staff Exchange (RISE) project investigating the HRD implications of the way existing and future talent can be managed at work, harnessing the entrepreneurial attitudes and skills of young people. The project is both interdisciplinary and international, exploring the key challenges of managing this entrepreneurial talent within organizations. The scope and content of the project align neatly with the intent of the Journal of International Journal of HRD Practice, Policy and Research, not least the emphasis on practical HRD implications. Indeed, at the heart of GETM3 is an appreciation that true understanding and impact can only come from engagement with multiple stakeholders. This editorial provides a brief contextual overview of GETM3, focusing on its relevance for HRD, before providing a brief review of the articles and opinion/forum pieces that make up the special issue. Such explorations are certainly timely. Deloitte's recent Global Human Capital survey highlights that organizations must re-invent their ability to learn. Indeed, the top rated trend for 2019, reflected by 86% of respondents, was the need to improve learning and development (Deloitte, 2019: 77). Related to this is the requirement for more dedicated evidence exploring the nature and impact of HRD (Gubbins, Harney, van der Werff, & Rousseau, 2018; Mackay, 2017), coupled with more directed attention to the process, rather than the content, of HRD interventions (Staats, 2019). The papers in this special issue certainly make a contribution to enhanced understanding and equally to bridging the seemingly ever widening theory-practice gap (Holden, 2019).

Purpose– While an established stream of research evidence has demonstrated that human resource management (HRM) is positively related to organisational performance, explanations of this relationship remain underdeveloped, while performance has been considered in a narrow fashion. Exploring the relevant but often neglected impact of creativity climate, the purpose of this paper is to examine key processes (mediation and moderation) linking high-performance human resource practices with a broad range of organisational performance measures, including employee performance and HR performance.Design/methodology/approach– The paper draws on a People Management Survey of 169 HR managers from top performing firms in the Republic of Ireland.Findings– The findings provide general support for the role of creativity climate as a key mediator in the HRM-performance relationship. The impact of HPWS on performance is judged universal with little evidence of variation by strategic orientation.Practical implications– Sophisticated HRM is found to directly impact a range of organisational performance outcomes. Creativity climate provides an understanding of the mechanisms through which such impact takes effect. Organisations should develop a clear and consistent HR philosophy to realise HR, employee and organisational performance.Originality/value– The paper offers a more intricate understanding of the key factors shaping both the operation and impact of the HRM-performance relationship. Creativity climate offers an important vehicle to better understand how the HRM-performance relationship actually operates. The paper also highlights the potential of examining multiple organisational performance outcomes to offer more nuanced and considered insights.

Institutions such as trade unions that were once relied upon to protect workers' wages, conditions and job security are eroding. In response, new forms of worker protections are emerging. Protecting the Future of Work examines new forms of regulation that have emerged in response to increasing social concern about poor labour practices, growing inequality, and detrimental working conditions. It looks at how trade unions, community organisations and other actors have mobilised to raise public awareness and pressure businesses and governments to improve working conditions. Featuring a balance of texts on the changing nature of and the history of trade union change and transformation, the series Trade Unionism gives space for in-depth, detailed analysis and captures key themes on the nature of internationalism and trade unionism.

PurposeThe purpose of this paper is to review "institutional experimentation" for protecting workers in response to the contraction of the standard employment relationship and the corresponding rise of "non-standard" forms of paid work.Design/methodology/approachThe paper draws on the existing research and knowledge base of the authors as well as a thorough review of the extant literature relating to: non-standard employment contracts; sources of labour supply engaging in non-standard work; exogenous pressures on the employment relationship; intermediaries that separate the management from the control of labour; and entities that subvert the employment relationship.FindingsPost-war industrial relations scholars characterised the traditional regulatory model of collective bargaining and the standard employment contract as a "web of rules". As work relations have become more market mediated, new institutional arrangements have developed to govern these relations and regulate the terms of engagement. The paper argues that these are indicative of an emergent "patchwork of rules" which are instructive for scholars, policymakers, workers' representatives and employers seeking solutions to the contraction of the traditional regulatory model.Research limitations/implicationsWhile the review of the institutional experimentation is potentially instructive for developing solutions to gaps in labour regulation, a drawback of this approach is that there are limits to the realisation of policy transfer. Some of the initiatives discussed in the paper may be more effective than others for protecting workers on non-standard contracts, but further research is necessary to test their effectiveness including in different contexts.Social implicationsThe findings indicate that a task ahead for the representatives of government, labour and business is to determine how to adapt the emergent patchwork of rules to protect workers from the new vulnerabilities created by, for example, employer extraction and exploitation of their individual bio data, social media data and, not far off, their personal genome sequence.Originality/valueThe paper addresses calls to examine the "institutional intersections" that have informed the changing ways that work is conducted and regulated. These intersections transcend international, national, sectoral and local units of analysis, as well as supply chains, fissured organisational dynamics, intermediaries and online platforms. The analysis also encompasses the broad range of stakeholders including businesses, labour and community groups, nongovernmental organisations and online communities that have influenced changing institutional approaches to employment protection.