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Item type:Publication, Assessing the effects of human capital composition, innovation portfolio and size on manufacturing firm performance(Emerald, 2020-09-04)Purpose This paper aims to focus on the effects of human capital composition, innovation portfolio and size on manufacturing firms’ performance. Moreover, it seeks to empirically identify the levels of education that are significant in labour productivity. Design/methodology/approach The resource-based view (RBV) theory is applied using data gathered from the National Innovation Survey in the Manufacturing Industries of Peru. Using the ordinary least squares method on a sample of 584 Peruvian manufacturing firms, the effects on firm performance of two subsamples according to innovation portfolio and firm size are determined. Findings The direct effects of human capital composition on productivity show that the higher the workers’ educational level, the higher the productivity. However, if this relationship is analysed in terms of the innovation portfolio, the authors find that labour productivity in companies with product–service innovation is greater (i.e. more significant) than in traditional manufacturing firms with only product innovations. Similarly, if this relationship is compared in terms of company, the authors find that large companies are more significant than small and medium-sized enterprises. Practical implications The study furthers the understanding of how the relationship between human capital composition, innovation portfolio and size of manufacturing firms positively affects labour productivity. Hence, it can help managers to craft their innovation portfolio according to the educational level of their human capital. This could require that not only human resource management innovates, but also that strategic partnerships be developed with educational establishments to boost training towards product–service innovation. Originality/value This study’s results provide confirmation that the configuration of human resources, innovation portfolio and size plays a significant role on manufacturing firms’ performance, particularly in the context of developing countries. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Organizational Culture and Organizational Performance: The Role of Companies of a Developing Economy to the COVID-19 Pandemic(Sage Publications India Pvt. Ltd, 2023-01-01)The study sought to understand the relationship between organizational culture (OC) and organizational performance (OP) and included economic activity as a control variable in large and medium-sized companies in Ecuador. The authors collected data from 342 employees from different hierarchical levels and functional and operational areas of different economic activity through online surveys at two points in time. A descriptive analysis and structural equation modelling were applied. The results revealed that the culture of involvement, consistency and mission significantly explained OC. Of these, the mission was the most important. In addition, the research proposes another dimension called commitment. OP was significant for individual-level performance, group-level performance and job stability. In addition, individual-level performance and job stability were best related to business performance. When the type of economic activity is involved, the culture of involvement and consistency is more significant. The outcomes suggest that all the characteristics of OC and OP ensure the integration of strengthened principles into strategies, which, although unrelated to each other, are good predictors for improving corporate governance. Despite the popularity of studies on OC and OP, this research showed that it is still at an early stage of research in emerging economies. It provides managers with knowledge for effective management of the work environment. - Some of the metrics are blocked by yourconsent settings
Item type:Publication, Digital transformation and the future of human resources: emerging dimensions, implementation challenges and a strategic framework(Emerald Publishing Limited, 2026-07-01)This paper examines how digital transformation (DT) is reshaping human resource (HR) management across organizations of diverse sizes and sectors. Grounded in resource-based view and dynamic capabilities theory, it addresses three research questions: what is the current state of research on DT in HR; what challenges organizations face when implementing digital technologies in this field; and what gaps remain in the academic literature requiring further exploration. Design/methodology/approach A systematic literature review was conducted following PRISMA guidelines. The search string was applied to Web of Science in April 2026, retrieving 418 publications spanning 2015–April 2026. Following a two-pass screening process and thematic analysis using Braun and Clarke (2006) six-step procedure, 60 empirically grounded studies were retained. Findings Thematic synthesis of the 60 retained studies reveals five dimensions through which DT is reshaping human resources: people analytics, AI for talent management, process automation, digitalization of learning and cultural transformation. Cultural transformation emerges as the foundational enabling condition across all dimensions. Critical challenges are identified as mutually reinforcing barriers: cultural resistance, digital skills gaps, ethical and governance concerns and structural constraints. Practical implications Ethical data governance frameworks must precede analytics deployment. AI should be adopted through an augmentation logic, enhancing rather than replacing human judgment, with bias, transparency and consent governance as non-negotiable prerequisites. Automation implementation should begin incrementally with low-complexity, high-volume processes. Digital learning must be treated as a strategic capability driver, integrated with real work processes and designed inclusively to avoid techno-overload. Critically, cultural readiness assessment and resistance measurement must begin before technology deployment, not after. Originality/value The study proposes two practitioner-oriented tools: a cultural framework for DT in HR, structured around five strategic nodes and a five-phase implementation roadmap, providing an evidence-based architecture for responsible, effective and sustainable HR DT applicable across diverse organizational contexts.