Suchergebnisse

This article from diverse points of view (economic, politic and religious) make a critic analysis of the past, present, and future of poverty and inequality. This manuscript mainly focuses on the respond of three question few discussed by the academic community: Why are the poor, poor? What will happen to the poor in 2050?. Will there be any solution?. Furthermore, the paper is useful for any person with a low level of specialization, since it has been carried out with a language very simple and with a little orientation in Latin America. ; El presente artículo hace un análisis desde diversos puntos de vista del pasado, presente y futuro de la pobreza y la inequidad y centra su atención en responder fundamentalmente tres interrogantes poco discutidos por los académicos: ¿por qué los pobres son pobres? ¿Qué pasará con los pobres en el 2050? ¿Habrá alguna solución a la pobreza? Este artículo resulta útil para personas poco especializadas en el tema, ya que con un lenguaje sencillo aborda el problema de la pobreza, con un ligero enfoque en Latinoamérica. ; Universidad de San Buenaventura

Team-based work (TBW) plays a crucial role in the success and quality of public services. In the context of the Spanish public sector, our study evaluates if a low level of hierarchical distance (HD) in public organizations condition the public employees' commitment (EC) as well as TBW, assessed in terms of participation and consensus among team members. Simultaneously, we evaluated to what extent EC help to enhance TBW. Employing a sample of 213 government organizations from the south of Spain through a model of structural equations, we were able to answer the above questions. Our results revealed that team-based work functions more successfully within public organizations where there exists little verticality in their structures, norms, values and rules – in simplest terms, where there is minimal organizational HD. Such results also suggest that although regulations exist in the Spanish public sector, should public organizations attempt to be less vertical and more horizontal, they would perhaps have public servants that were more committed to their organizations. As a result, servants view the organization as their own and remain loyal. Finally, from an academic perspective, this study could be one of few to research and evaluate the hierarchical role and employees' commitment to the functioning of public employees based on participation and consensus in their work teams.

The literature pays little attention to non-linear models, especially regarding dimensions such as organizational culture. Therefore, the purpose of this paper is to test the role of hierarchical distance in the relationship between HRM practices and social processes. With a sample of 102 Spanish firms and using partial least squares structural equation modeling assessed this relationship. Results suggested mediation of hierarchical distance between HRM practices and social processes. Such results recommend that HR managers should consider hierarchical distance more carefully especially when creating HRM practices to improve relationships among employees. Thus, the politics of commitment function better when organizations are more horizontal and when tasks are commonly delegated, managers question employees frequently prior to making decisions, discussions are encouraged, and social relationships – both in and out of work – are valued, appear to provide the most benefit regarding competitive advantages generated through HRM practices.

Team-based work (TBW) plays a crucial role in the success and quality of public services. In the context of the Spanish public sector, our study evaluates if a low level of hierarchical distance (HD) in public organizations condition the public employees' commitment (EC) as well as TBW, assessed in terms of participation and consensus among team members. Simultaneously, we evaluated to what extent EC help to enhance TBW. Employing a sample of 213 government organizations from the south of Spain through a model of structural equations, we were able to answer the above questions. Our results revealed that team-based work functions more successfully within public organizations where there exists little verticality in their structures, norms, values and rules – in simplest terms, where there is minimal organizational HD. Such results also suggest that although regulations exist in the Spanish public sector, should public organizations attempt to be less vertical and more horizontal, they would perhaps have public servants that were more committed to their organizations. As a result, servants view the organization as their own and remain loyal. Finally, from an academic perspective, this study could be one of few to research and evaluate the hierarchical role and employees' commitment to the functioning of public employees based on participation and consensus in their work teams.

The literature pays little attention to non-linear models, especially regarding dimensions such as organizational culture. Therefore, the purpose of this paper is to test the role of hierarchical distance in the relationship between HRM practices and social processes. With a sample of 102 Spanish firms and using partial least squares structural equation modeling assessed this relationship. Results suggested mediation of hierarchical distance between HRM practices and social processes. Such results recommend that HR managers should consider hierarchical distance more carefully especially when creating HRM practices to improve relationships among employees. Thus, the politics of commitment function better when organizations are more horizontal and when tasks are commonly delegated, managers question employees frequently prior to making decisions, discussions are encouraged, and social relationships – both in and out of work – are valued, appear to provide the most benefit regarding competitive advantages generated through HRM practices

The customers are an essential element for marketing decisions and became a factor decisive to develop collaborations with the company. The study examines the four building blocks of the interaction of the DART model (Dialogue, Access, Risk Assessment, Transparency) in the hospitality industry from the client's perception. This approach of the research is paramount, as value co-creation and DART model especially are based on a dialogical process between equal partners. That means that the principles of the four building blocks of interaction are equally applied to all the actors involved. This argument is amplified as the dividing line between producers and consumers is barely evident in the service-dominant logic. The exploratory study has been carried out at the Makedonia International Airport in Thessaloniki, Greece. Partial Least Squares (PLS) provides empirical support to conduct the exploratory study.