Persona:
Navío Marco, Julio

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jnavio@cee.uned.es
ORCID
0000-0001-5163-9777
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Navío Marco
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Julio
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Mostrando 1 - 2 de 2
  • Publicación
    Human resource management as key pillar of company strategy: Analysis of the line managers’ perception
    (Cambridge University Press, 2019-04-26) Navío Marco, Julio; Solórzano García, Marta; Palencia González, Francisco Javier
    There is a growing literature devoted to analyzing the strategic aspects of HR functions in organizations and also the mechanisms and effectiveness of implementing HR practices. The increasingly frequent involvement of the companies´ line managers in HR activities leads us to investigate about the strategic value that these managers grant HR. Our research focuses on the line managers' perception of the strategic importance of HR (versus the perception of HR managers themselves) as a relevant factor in the proper line managers´ involvement in the execution of HR-related tasks. If the line managers do not perceive the relevance and strategic importance HR and its key role in company strategy and performance, it is difficult to guarantee their commitment and effectiveness in HR management implementation. Through a double survey (line manager and HR managers) to one hundred companies, we verified discrepancies in the HR versus line managers valuation, a lower valuation by the line managers, and we draw some useful conclusions for a successful implementation of HR practices.
  • Publicación
    Analysis of organisational innovation in the EU firms: which factors discourage it?
    (Inderscience, 2019-08-14) Bujidos Casado, María; Navío Marco, Julio; Rodrigo Moya, Beatriz; Palencia González, Francisco Javier
    According to academic literature, organisational innovation is the least researched type of innovation. In this article we delve into the study of organisational innovation by presenting a quantitative analysis at a European Union level based on data from the Eurostat community innovation survey (CIS 2012). Using a logistic model, we observe that there are multiple factors that are having a negative effect on organisational innovation, such as competition in prices, product launches before competitors or the role of the public sector as a customer that provides new and relevant information. Furthermore, the analysis indicates that innovation with external partners shows different dynamics to other types of organisational innovation. In certain cases, the company must open itself up to the outside world and interact with other stakeholders because of factors as lack of demand, lack of funding and the high cost of access to new markets, as the findings confirmed statistically.