Management Part 1




Sang,David &amp Silvana (2012) identifies co-innovation as a new approachwhere the internal and external components within an organization areemployed to create new and better institutional values. The approachcalls for cross-engagement and co-creation with the aim of creatingnew values. The authors observe that such values are difficult toimitate hence improve the competitive advantage of an organization.According to Simon, Et al (2015), the HRM practitioners shouldgenerate new opportunities and refrain from their routineadministrative functions. Human resources functions such asselection, training, personnel development and performance managementneed to be integrated in the organizational processes to enhance thecompetitive advantage. The approach will also help in improving thecompetency of employees hence encourage innovation. Social skills andknowledge sharing are some of the bypassed issues that influenceinnovativeness among the employees. According to Sladjana, Leposava &ampSlavica (2014), it is necessary to encourage knowledge sharing andenhance social skills to encourage the generation innovative ideas.


Nixon(2013) highlights structural, relational and human capital asimportant ingredients to enhance the competitive advantage. I wouldagree that the employees need to be given the best platform throughtraining and integration to put their talents and skills to good useto the advantage of an organization. Competency-based models seek toimprove the skills amongst the employees. Atri, Venkatesh &amp Arun(2013) argues that it is important for an organization to identifythe areas that need improvement regarding the human capital. For acompany to sustain competition in the contemporary environment, it isimportant that an organization continuously improve the competencyamongst its employees. In order to address the challenges effectivelyhindering a firm’s competitiveness, it is necessary to haveeffective leadership. Leaders provide guidance and motivation to theemployees which a necessary component in enhancing theirproductivity. Brian (2014) argues that the leaders should drivecorporate strategy and innovation. This makes an organizationcompetitive and generates market-driven products/services.


AtriS., Venkatesh, Arun K. S., (2013) &quotDeveloping performance-linkedcompetency model: a tool for competitive advantage&quot,International Journal of Organizational Analysis, Vol. 21 Iss: 4,pp.504 – 527

BrianL., (2014) &quotStrategy, organization and leadership in a new“transient-advantage” world&quot, Strategy &amp Leadership,Vol. 42 Iss: 4, pp.3 – 13.

NixonK., (2013) &quotIntellectual capital: company`s invisible source ofcompetitive advantage&quot, Competitiveness Review: An InternationalBusiness Journal, Vol. 23 Iss: 3, pp.260 – 283.

SangM. L., David L. O., Silvana T., (2012) &quotCo‐innovation:convergenomics, collaboration, and co‐creationfor organizational values&quot, Management Decision, Vol. 50 Iss: 5,pp.817 – 831.

SimonL. A., Arnold B. B., Jamie A. G., William H. M., &amp Alan M. S.,(2015) &quotEmployee engagement, human resource management practicesand competitive advantage: An integrated approach&quot, Journal ofOrganizational Effectiveness: People and Performance, Vol. 2 Iss: 1,pp.7 – 35.

SladjanaC., Leposava G. N. &amp Slavica M., (2014) &quotStudy on humancapital gaps for effective innovation strategies in the knowledgeera&quot, Journal of Intellectual Capital, Vol. 15 Iss: 3, pp.411 -429.