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Download Building Social Capital in a Multibusiness Firm: Lessons by Eva Bilhuber Galli PDF

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By Eva Bilhuber Galli

Understanding synergies throughout diverse companies is a mulitbusiness enterprise? s universal strategic problem. Eva Bilhuber Galli investigates the position of social capital in cross-business collaboration and the way to construct it successfully with management improvement practices.

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If we acknowledge that leadership development focuses on the social interaction between an individual and the social and organizational environment, it becomes a more complex issue than if seen as only being concerned with individual leader development. However, allowing leadership development to become an inherent process of ongoing business in an organization implies at the same time the risk of becoming a rather ”haphazard process” (Conger, 1993). Thus, along with this conceptual shift toward emphasizing the building and use of social capital, intentionality and accountability need an even greater focus in research and practice to prevent an ‘anything goes’ mentality within the field of leadership development.

2, it is necessary to gain a deeper understanding of the effectivity and contribution of leadership development practices to organizational performance in general and corporate advantage in MBFs in particular. Both strategic management research and leadership development as subdomains of human resources management substantiate that need. Thus, to investigating the role of leadership development for creating corporate effects in MBFs has proven to be valuable. This dissertation will contribute to this question by exploring how leadership development practices enable valuable cross-business collaboration within an MBF through the mobilization of the necessary social capital.

Thus, Boxcall & Purcell (2003) conclude that “current competitive strategy is indeed playing some role in shaping important aspect of HR practice but the correlation is never overwhelming. , 2003:55). , 2003). In this respect, besides a fit with the competitive strategy of a firm, a fit with the labor markets is another inherent strategic goal of HRM, particularly with respect to compliance with (national) labor laws, minimum wage, etc. In fact, particularly in MBFs the competitive strategy mostly implies more than one single dimension as assumed by Porter (1985), and it varies across the nations or different industries it is acting in.

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