Strategic Business Partner Research Articles

Criteria for selecting third-party logistics service providers: Systematic Literature Review

Third-party logistics (3PL) is a strategic business partner for companies in carrying out company business activities that are outsourced or cannot be handled themselves. Mistakes in choosing a 3PL can have negative impacts on the company such as financial losses, reducing service quality, reducing customer trust, reducing the company's image, and so on. This article aims to classify third-party logistics based on current issue trends, the methods used in selecting criteria, and what criteria they produce. Using Systematic Literature Review, researchers reviewed, classified, and analyzed 56 relevant articles published in the 2020-2023 period from the Scopus database. The results of this review reveal that 3PL providers can be classified based on issue trends and company goals in selecting them, namely Traditional 3PL, Sustainable 3PL, Sustainable-resilient 3PL, Green 3PL, Gresilient 3PL, Traditional Third-Party Reverse Logistics, and Sustainable Third-Party Reverse Logistics. The priority criteria in selecting a 3PL provider are closely related to the 3PL classification, the industrial sector and business activity being outsourced, the country where the company operates, and the dimensions or attributes used in developing the criteria.

Absorptive capacity activation triggers: Insights from learning in project epochs of a project-based organization

Operating in an environment of rapid technological changes, project-based organizations need to stay continuously updated and, therefore, must develop absorptive capacity. This research introduces an innovative theoretical framework for the development of absorptive capacity within project-based organizations. However, this capability is often developed in an unplanned manner, as it is stimulated by what the literature calls activation triggers. By analyzing 54 significant automation projects across seven epochs, this study spans 25 years of a project-based organization. It reveals four knowledge sources of absorptive capacity and its activation triggers, classified into six groups. The framework underscores the strategic importance of activation triggers and offers valuable insights into the dynamics of absorptive capacity, emphasizing the significance of relationships with clients, technology partners, and strategic business partners, as well as the role of project-based learning. These findings provide practical implications for enhancing innovation and achieving sustainable success in project-based organizations.

Exploring changes in banking workplaces because of digital technology implementation

Orientation: The study was conducted in a banking organisation that was undergoing the implementation of digital technologies as part of the organisation’s strategy.Research purpose: The purpose of the study was to determine how work and work processes have changed because of the implementation of digital technologies in the banking workplace. The findings would allow the banking workplace to implement talent management practices that are aligned with the new digital environment.Motivation for the study: The study was prompted by the implementation of digital technologies that is underway in the banking industry, which is precipitating an evolution of the human capital (HC) function, and talent management processes and practices. To appropriately respond to the Fourth Industrial Revolution (4IR), the new digital workplace of banking requires a novel approach to talent management.Research approach/design and method: This study employed a qualitative approach, and 18 interviews were conducted with employees from the selected banking organisation.Main findings: The present study found that the implementation of digital technologies influenced work and work processes, and thus the talent management value chain within the banking sector. The effective implementation of these technologies requires the transformation of talent management processes and practices. Furthermore, it was found that a reimagined HC function delivery is required. The study established that the HC function delivery must incorporate a digitalised HC function to improve the efficiencies of people-related work processes. Human capital must operate as a strategic business partner and must become a change management agent primed by the action of partnering with business leaders to lead digital transformations from a people perspective in the banking workplace.Practical/managerial implications: Practical recommendations for the HC function, HC professionals, leaders and talent management in the world of banking are provided.Contribution/ value-add: The study contributes to extant literature by exploring theory on the implementation of 4IR technologies and the resultant implications for talent management practices in the digital workplace.

HR data analytics and evidence based practice as a strategic business partner

Purpose The purpose of this study is to target utilizing Human resources (HRs) data analytics that may enhance strategic business, but little study has examined how it affects components. Data analytics, HRM and strategic business require empirical investigations and how to over come HR data analytics implementation issues. Design/methodology/approach A semi-systematic methodology for its evaluation allows for a more complete examination of the literature that emerges theoretical framework and a structured survey questionnaire for quantitative data collection from IT sector personnel. SPSS analyses data. Findings Future research is essential for organisations to exploit HR data analytics’ performance-enhancing potential. Data analytics should complement human judgment, not replace it. This paper details these transitions, the important contributions to theory and practice and future research. Research limitations/implications Data analytics has grown rapidly and might make HRM practices faster, more efficient and data-driven. HR data analytics may improve strategic business. HR data analytics on employee retention, engagement and organisational success is insufficient. HR data analytics may boost performance, but there is limited proof. The authors do not know how HRM data analytics influences firms and employees. Originality/value Data analytics offers HRM new opportunities, along with technical and ethical challenges. This study makes a significant contribution to HR data analytics, evidence-based practice and strategic business literature. In addition to estimating turnover risk, identifying engagement factors and planning interventions to increase retention and engagement, HR data analytics can also estimate the risk of employee attrition.

Dominant Position in the Aviation Industry: Case Analysis of Appointment of Strategic Business Partners (Wholesaler) By PT.Garuda Perspective UU No. 5 of 1999

In 2019, PT. Garuda Indonesia (Persero) Tbk. introduced the Indonesian Jiddah flight route for Umrah services, employing a wholesaler mechanism through the appointment of strategic business partners. This exclusive arrangement limited Umrah ticket reservations to specific partners and raised concerns about PT. Garuda's potential dominance in the market, which could lead to violations of business competition laws. The aim of this research is to analyze PT. Garuda's behavior in appointing these strategic partners and assess its potential for abusing its dominant position. Additionally, it examines the authority of the Business Competition Supervisory Commission (KPPU) in addressing allegations of PT. Garuda's abuse of its dominant position and explores the broader implications of such abuse on market competition. This study employs a normative juridical approach, scrutinizing relevant statutory regulations and adopting both statutory and case approaches to provide insights into the market concentration and its potential impact on competition.

The Perceived Applicability of Coaching Skills among Human Resource Business Partners of South African State-Owned Entities

Objective: HRBPs working in the State-owned entity (SOE) industry face a few challenges that inhibit them from being true partners to senior management teams. This research concentrated on whether coaching skills could be included in the Human Resource Business Partner (HRBP) competency model and assist HRBPS in their engagement with senior managers. Research Design & Methods: A qualitative research design was selected to gain insights from the perspectives of HRBPs employed in SOEs in Gauteng, South Africa. All participants had over two years of relevant HRBP experience and participated in a semi-structured interview to solicit their perspectives. The data was consequently analysed using thematic analysis. Findings: The key findings are that the SOE industry is complex to navigate due to the high levels of red tape and capacity constraints. The benefits of coaching, which include enhanced levels of organisational performance and leadership self-awareness, will be achieved in the engagement between HRBPs and senior managers. Furthermore, additional training of all HRBPs on the proposed coaching skills was supported as it was found to be a probable solution to re-position HRBPs as strategic business partners. Contribution & Value Added: This paper positions coaching as a central skill for HRBPs, specifically in the SOE environment in South Africa, by combining two leading competency frameworks, the Ulrich and GSAEC competency frameworks. Although HR is an established field, coaching is relatively emerging with limited frameworks for the profession. This paper addresses the need for guiding frameworks where the two professions intersect.

Is the neighbour’s grass (really) greener?

Despite increasing globalization and an uncertain environment, operationalization of a global ERM with common principles remains limited. Using a cluster analysis, the state of ERM implementation in 13 European countries is presented in this article to show commonalities as well as cultural differences. ERM development needs to be framed within a cultural and contextual framework, with organizations taking individual characteristics into account in order to use ERM as a strategic business partner.

Strategic Partnership between SME Retailers and Modern Suppliers in Indonesia: A Relationship Marketing Approach


 
 
 This study aimed to analyze the business marketing relationship between modern suppliers and SME retailers to empower and strengthen SMEs in Indonesia. The theoretical framework is the relationship marketing model developed by Morgan and Hunt (1994). This framework is based on trust and commitment as the two key mediating variables. The study surveyed 250 SME retailers as respondents selected using purposive sampling. Furthermore, hypotheses were tested using path analysis. The findings showed that trust and commitment to business partnerships mediate the effect of influence strategy on loyalty to business partners and economic performance. The influence strategy significantly affects the business performance of the involved parties. Therefore, strategic business partnerships with modern suppliers improve SME retailers’ business performance.
 
 

The judgmental failures of the Western European states towards the Russian Federation by perceiving it through European values.

ObjectivesThe purpose of this article is to show the Western European judgmental failures towards Russia by perceiving it through European values. These failures have a negative impact on European security and all of them appeared because Russia was considered the European state and the European values were put in Russia. In fact, the Russian Federation is only a geographic part of Europe, but no longer a part of European civilization.MethodsThe research was conducted by analyzing the relationship between Western European countries and the Russian Federation, as well as analyzing the general condition of Russian society and Russian foreign policy.ResultsThis article states that Western European countries made a critical mistake by adopting European values to the Russian Federation. This hypothesis was composed by addressing the following question: What is the grand strategy of the Russian Federation? What are judgmental failures and what are their types? What judgmental failures were made by Western Europe towards Russia?ConclusionsThe Russian Federation for the past years has been treated by the Western European states as a strategic business partner, however as it can be seen now, this approach was misleading and was a complete failure in terms of European security. Countries such as France and Germany had not seen Russia as an enemy of the West.

The Digitalization of Distributor Management System at Pertamina Lubricants: Issues and Solutions on the Implementation Stage

Pertamina Lubricants has stated digital transformation as one of its breakthrough projects to accelerate digitalization as one of its strategic initiatives. This strategic initiative has objectives to enhance channel management and the capability of distributors as strategic business partners to achieve their sales volume target set by the management of Pertamina Lubricants. This journal aims to evaluate and improve the digital distributor management system to help distributors of Pertamina Lubricants achieve their sales volume target.

Conceptualizing organizational culture and business-IT alignment: a systematic literature review

For decades, business and information technology alignment has fascinated scholars and practitioners. However, understanding these alignment mechanisms is challenging. The significant role of information technology (IT) in digitalization and agile transformation calls for targeted management of the readiness and capability of IT as an enabler and strategic business partner. This paper assumes that organizational culture is a success factor for business-IT alignment. Therefore, it aims to explore the culture-alignment relationship by the following research questions: What are typical IT management organizational culture characteristics, and how do they contribute to business-IT alignment? The study conducts a systematic literature review. First, after defining the critical terms, it searches the databases indexed in the Web of Science, Scopus, and Google Scholar. Then, the study uses bibliometrics to get quantitative insights into the research topic. Finally, it investigates the key arguments and findings of the selected papers. The analyzed literature depicts the relationship between an IT management culture and business-IT alignment elements. However, the research lacks concrete modeling and conception. This article contributes to a better culture-alignment relationship interpretation and closes a gap in the body of knowledge by combining quantitative and qualitative literature review methods.

A squeezed lemon or an appetizing olive? Exploring expatriate and repatriate talent management

PurposeThe purpose of this paper is to investigate Global Talent Management (GTM) approaches and praxis with a specific focus on global deployment goal congruence and alignment between expatriates and the organization, talent recognition, valuation and utilization of repatriates.Design/methodology/approachQualitative research in this paper entails interviews with 78 expatriates and repatriates across the globe, investigating their experiences with, perspectives on and perceptions of GTM praxis and approaches.FindingsFindings of this study revealed firstly, that there is incongruence and misalignment of goals in global deployment where organizational, financial goals prevailed over social and human-oriented goals. Secondly, a lack of global talent pools and pipelines where interviewees indicated that expatriate assignments (EAs) were typically reactionary without strategic forward thinking on talent management (TM), observable through organizations' focus on short-term return on investment (ROI) on EAs instead of long-term talent investments. Thirdly, there was little recognition and non-utilization of cross-cultural human capital and talents upon repatriation.Research limitations/implicationsThis study relied on self-reports of expatriates' and repatriates' perceptions of and experiences with GTM approaches. Future research should gather multi-actor, multiple-source data from expatriates and repatriates, senior leaders, line managers, GTM strategic business partners to gain more insight into GTM approaches and praxis.Practical implicationsOrganizations are recommended to conduct “Global Talent Management Open Strategy Formation” as the foundation of an evidence-based, integrative GTM architecture and praxis to ensure GTM effectiveness.Originality/valueThis paper contributes to the literature by advocating for sustainable, people-centric GTM to safeguard the longevity and sustainability of all members of the talent ecosystem.

The current state of benchmarking use and networks in facilities management

PurposeThe purpose of this paper is to address the knowledge gap on the use of benchmarking techniques as utilized by facilities management (FM) professionals for the purpose of identifying means to improve industry benchmarking practices and guide the direction of future FM benchmarking research.Design/methodology/approachData were collected through surveying 585 FM practitioners representing various countries, organization sizes, types, industries. The data were summarized and analyzed through creating frequency tables, charts, and cross-tabulations. The survey results were compared to a previously published study on benchmarking use to identify the similarities and differences between benchmarking for FM functions vs core business functions.FindingsThe findings indicate that while FM-oriented benchmarking has been adopted at similar levels as other industries, FM-oriented benchmarking tends to be simplistic, lacks a strategic position in the company, often relies upon self-report survey data, is often performed by an individual with no formal benchmarking team and does not utilize process benchmarking or benchmarking networks. These findings emphasize the need for benchmarking education, advocacy for FM as a strategic business partner, the development of verified data sources and networks specifically for the unique greater facilities management field functions.Practical implicationsThese findings provide needed data on the state of FM practitioner use of benchmarking specifically for FM functions in North America. The results can be used as an assessment for the industry, to improve practitioner use and knowledge, and to identify further avenues for academic study.Originality/valueThe value of this study lies in filling in identified knowledge gaps on how FM practitioners are using benchmarking in practice. These data are absent from the research literature and offer the potential to help bridge the academic-practitioner divide to ensure that future research will focus on addressing practitioner needs for the industry.

HRM as a strategic business partner: insights from selected private commercial banks in ethiopia

The HRM function is evolving from an administrative function that focuses on legal compliance to a strategic function that requires HR to be a strategic partner in improving business performance. However, there are still organizations that consider HRM merely a cost driver rather than a value-adding function. This study attempts to examine whether HRM is playing its strategic role to enhance competitive advantage in the selected private commercial banks and to assess the contributing factors for HRM to execute its function as a strategic partner. Data was collected by using a selfadministered questionnaire that was designed and distributed to employees of the HR department in the selected private commercial banks. The results of the study confirmed that HR involvement, mindset, competence, and role balance are enablers and contributors for HR to become a strategic partner. Furthermore, the finding indicates that mindset and competence can impact the role of HR as a strategic partner at large. It was further found out that the current status of HRM as a strategic partner is at its moderate level because its enablers do not exist at a higher level. Accordingly, the role of HRM as an administrative expert is still dominantly played as compared with that of a strategic partner, but it is observed that HRM is progressing towards a more strategic function than the administrative function. To realize the full strategic partnership of HRM therefore, HRM work units of private banks are recommended to exert more effort to continue with the current progress in shifting HRM function from routine administrative function towards strategic function by capitalizing on the enablers of HR strategic business partners such as mindset, competence, HR involvement, and role balance.

An operational conceptualization of human resource analytics: implications for in human resource development

PurposeThe purpose of this paper is to examine the evolution of the concept of human resource analytics (HRA) and propose an operational framework demonstrating the sources generating data for HRA, as well as the impact of HRA on multiple levels in the organization.Design/methodology/approachA review of literature was conducted to present the existing body of knowledge and build upon for the development of an operational framework for successful implementation of HRA as a human resources (HR) process.FindingsBuilding upon the existing literature, this paper presents an operational HRA framework, positioning HRA as an analytical process through integrating advanced statistical methodology. HRA presents a tool to obtain evidence-based analytical results for improving people-related performance, operational effectiveness, and ultimately the impact of the business strategy. By using HR big data, HRA impacts multiple organizational levels, from individual employees to HR functions and the organizational strategy.Practical implicationsWhile research on data analytics has recently flourished across various management fields, this has not been the case for the broader field of HR. This is especially a growing concern as the lack of understanding of the basics and fundamentals of people analytics in the field of HR may delay the effective implementation and operationalization of HRA and present additional barriers impacting on-going HR activities, as well as HR’s role as a strategic business partner. HR practice may greatly benefit from gaining an understanding of HRA and the multi-levels of impact it may have on the organization.Originality/valueThis paper explores various concepts related to HRA by examining terms such as “HR metrics” vs “HR” and “HR big data” vs “big data.” Furthermore, the comprehensive HRA operational framework presented in this paper provides HR professionals and researchers with a better understanding of HRA in the age of data analytics and artificial intelligence.

Społeczna odpowiedzialność biznesu w Polsce w czasie pandemii COVID-19 a Cele Zrównoważonego Rozwoju ONZ

Theoretical background : In 2015, the UN announced 17 Sustainable Development Goals (SDGs), which set global lines for action by 2030. It is quite common to believe that the COVID-19 pandemic will negatively affect the implementation of SDGs. Business is both a partner and a recipient of SDGs and without its involvement achievement of sustainable development is not possible. In addition to the studies on business activity in the pandemic era, initiatives collecting good business practices have begun to emerge. One of them is the action called #BiznesReagujeOdpowiedzialnie of Responsible Business Forum. Purpose of the article : An attempt to assess Corporate Social Responsibility (CSR) business leaders’ actions in Poland undertaken in response to socio-economic consequences of COVID-19 pandemic, made from the point of view of the concept of corporate social responsibility and the UN SDGs. Research methods : A critical analysis of literature on this subject and web research. Main findings : Actions of Responsible Business Forum’s strategic business partners are primarily an ad-hoc and direct response to the pandemic, focused on the groups most affected. While some actions will certainly have positive long-term effects, it is currently difficult to assess their long-term netto effect on sustainable development.

A comprehensive review of contemporary issues of electronic human resource management (E-HRM)

Information technology (IT) became a vital part of our modern-day activities. In contemporary years, the usage of IT in expediting the human resource management (HRM) activities augmented considerably. E-HRM has the ability to develop managerial competency and influence the role of human resources (HR) as a strategic business partner. E-HRM is essential for firms because of its encouraging effect on staff productivity. Speedy technical modifications revolved E-HRM into a substantial theoretical and professional agenda. This study delivers an exploration into the contemporary level of improvements of the theoretical knowledge connected to E-HRM. Numerous features of E-HRM, specifically descriptions of E-HRM, the academic perceptions around E-HRM, the role of E-HRM, the numerous categories of E-HRM, the requirements for effective E-HRM etc. are scrutinized. It will contribute into HRM literature and regulate the effectiveness of E-HRM and its practices. This research would support the scholars and the practitioners to have the comprehensive portrait of the modern matters linked to E-HRM. The articles concluded by delivering some suggestions for future studies.

Digital Platform and HR Professionals: A Review Paper

Technological changes have transformed the way organizations used to operate. The gig economy and digital labor have made it easier for employers to find cheap labor; it becomes essential to understand how this might influence workers' livelihoods. This employment relationship between an employee (gig worker) and the employer has reduced the bargaining power of a digital worker (contractual employee) and left them at the mercy of the employer or digital labor platform. This paper aims to identify that the traditional role of HR is no longer viable. After finalizing an initial list of search words, a literature review was carried out to achieve the study objective. Search terms include 'digitalization', 'gig worker', 'digital worker', 'online digital platform'. The researchers independently reviewed the titles and abstracts of all the identified articles and critically examined the article information. Hence, in the light of the HR Role Model and Technology Acceptance Model, it is proposed that HR needs to take the initiative as a strategic business partner, understand their role as a change agent and develop technological expertise. Future researchers are invited to explore HR attitudes and behavior towards technology acceptance and their ability to adapt and accept the gig economy. The practical implication of this study is to help HR in formulating new policies and procedures to act as an employee advocate and ensure that the digital platform would not exploit employees by realizing their potential as HR personnel.

Fearless path for human resource personnel's through analytics: a study of recent tools and techniques of human resource analytics and its implication.

The golden rule developed by Gordon E. Moore in 1965 stands forth and upholds its perception, which is observant with trending technology and making organizations, groups and individuals extract benefits from machine. AI, Robotics, Business Intelligence, Big Data and Analytics, Edge Computing, Hyperautomation, Blockchain, Democratization, Human Augmentation, Multiexperience are technical domains and trends supporting ongoing technical progress making mankind to innovate and create superhuman capabilities leaving HRs to fight the battle of replacing technology-literate people with people-literate technology. The likeliness towards analytics and complex algorithms made a breakthrough into a creative zone extending manageable workforce with the rising trends. The primary study with 108 h of leading Service Organizations of India was made to examine the recent tools and techniques for HR analytics which are adopted by them. As we recognized that analytics is driving force for HRs to be strategic business partner and step further for transforming roles. In addition we identified the implication of analytics on various HR data and decisions made by them.

Information technology competencies for entry-level human resource strategic partners

Orientation: Advances in information technology (IT) have prompted the transition of the human resource management (HRM) function from being administrative to strategic. Whilst it has been established that IT has an important role in such a transition, it is not clear to what extent the development of IT competencies would enable HRM professionals to be strategic. Research purpose: The purpose of the article is to determine the IT competencies that will enable entry-level South African HRM professionals to be strategic partners to business. Motivation for the study: The findings of this study will contribute to the effective use of HR technology, thereby mitigating risk and enriching the role of the HR function in local organisations. The use of technology within the HRM function can be enhanced leading to improved data-driven people decisions. Research approach, design and method: A quantitative research design using a cross-sectional survey was employed. Data collected from 252 HR professionals were analysed using exploratory factor analysis (EFA). Multiple regression was used to establish the relationship between the identified factors and strategic business partnering. Main findings: The results produced a three-factor model consisting of: (1) technologising employee processes, (2) processing data expertly and (3) translating external trends. These factors explained 34% of the variance in strategic business partnering. Practical implications: The results of this study have implications for organisations with HRM functions and for higher education institutions (HEIs) offering HRM qualifications. Organisations should utilise the identified competencies when hiring and developing entry-level strategic HRM business partners. Higher education institutions should develop curriculum that would prepare graduates to be effective HRM professionals. Contributions or value-add: This study adds to the limited research on IT competencies required of HRM professionals to contribute as strategic business partners.