In the last few decades there have been high degree of concern -both in teoretical and empirical perspective – in the effective management of human capital as a strategic resource. Specifically the practice seem to be oriented on systems of HRM capable of creating value for the firm throught the stategic action played by the line manager, whose “border-line-role” is critical in the absorption and management of knowledge assets. The aim of this paper is to introduce, through an in-depth case analysis, a (circle)-model for the development and diffusion of “best practice” acted by branch managers within the firm in order to help to increase the value produced
Value creation through diffusion of behavioural best practice. Evidence from a case study on branch managers in the bank sector / V. Cavaliere; D. Sarti. - ELETTRONICO. - 5:(2005), pp. 2-26. (Intervento presentato al convegno THE FIFTH INTERNATIONAL CONFERENCE ON KNOWLEDGE, CULTURE, AND CHANGE IN ORGANISATIONS/ UNIVERSITY OF AEGEAN tenutosi a RHODES, GREECE nel luglio 2005).
Value creation through diffusion of behavioural best practice. Evidence from a case study on branch managers in the bank sector
CAVALIERE, VINCENZO
;SARTI, DARIA
2005
Abstract
In the last few decades there have been high degree of concern -both in teoretical and empirical perspective – in the effective management of human capital as a strategic resource. Specifically the practice seem to be oriented on systems of HRM capable of creating value for the firm throught the stategic action played by the line manager, whose “border-line-role” is critical in the absorption and management of knowledge assets. The aim of this paper is to introduce, through an in-depth case analysis, a (circle)-model for the development and diffusion of “best practice” acted by branch managers within the firm in order to help to increase the value produced
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