Managing and developing the human resource: Literature

A new approach, a new capability: The strategic side of Human Resources

In the electronics industry today, business forces and the frantic pace of technological development have intensified the competitive landscape. Surviving and thriving in this environment requires constant vigilance to stay abreast of market forces.

Electronics companies need to create new business models and networks that can flex with the unknown and the unpredictable -- resulting in an ability to manage earnings volatility in a quarter.

By creating an on demand operating environment, designed with open standards for ease of integration, insurers can implement new capabilities and the associated enabling technologies with significantly less effort.

States and local governments throughout the United States have had substantial budget shortfalls in the past few years. The National Association of State Budget Officers notes that "some of the most difficult fiscal decisions have yet to be made."

In a challenging period for the downstream industry, companies are struggling to achieve real shareholder value. We believe to succeed, companies should revisit their strategic intent and recognise future forces that will shape the downstream. But a good strategy alone will not ensure success.

In their quest to become ever more efficient, companies are looking to help workers quickly pinpoint and apply relevant knowledge from a growing haystack of corporate content that often includes 'messy' knowledge -- knowledge that is out-of-date, out-of-reach and out-of-touch.

The internet is increasing reinventing the way that businesses interact with governments. Now in their fourth year, the Economist Intelligence Unit's e-readiness rankings provide an established benchmark for countries to compare and assess their e-business environments.

Data from a two-part survey of 138 people in three companies were analysed to discern how trust affects knowledge sharing and how individuals evaluate the trustworthiness of others when seeking knowledge.

People are the ultimate drivers of success in any organisation -- and yet, current government workforce-planning approaches are often lacking.

Driven in large part by information technology, global commerce is changing rapidly. These new realities create complex tax implications for revenue departments. These changes, however, do not alter the core responsibility of revenue departments: to collect revenue to fund government services.

Lured by attractive economics, many manufacturing firms have attempted to establish complementary services businesses, only to find themselves trapped far short of the profitable growth that they originally imagined.

Banking institutions across America show a striking dichotomy in terms of stock performance. Those that remain at the top of the charts display strategies and attributes that consistently garner shareholder value. These leaders share three distinct characteristics.

Electronic bill presentation and payment (EBPP) has reached a point where companies no longer ask whether they should take strategic advantage of this billing process. They are asking, 'How?'