This Research Group focuses on the analysis of the strategic decision-making process and human resources strategy, relating it to organisational knowledge management, innovative employee behaviour, entrepreneurial behaviour and corporate sustainability. In particular, it studies how HR policies serve as key factors in facilitating the implementation of knowledge management processes (acquisition, creation, storage, sharing, application and distribution) in organisations, generating innovation and entrepreneurship-oriented behaviours of individuals.
The analysis of how HR policies and their joint or systemic consideration become a catalyst for the individual's creativity and interest in developing innovations (new products, new processes or even new business projects) at the organisational level, which can contribute to the achievement of sustainable competitive advantages. In addition, the implementation of sustainability-oriented HR practices will, at the same time, enable the development of individual and collective behaviours that meet the current challenges that organisations face in terms of social responsibility and business sustainability. Likewise, the fact that knowledge has recently become a strategic resource for organisations has highlighted the need to manage it actively and with a clear strategic orientation. Therefore, the study of all knowledge management processes and how they are affected by the organisation's HR strategy is a subject of study for this Research Group. In turn, these knowledge management processes are essential to create the necessary climate for employees and groups within organisations to develop innovative and entrepreneurial behaviours.
The research projects developed within the framework of the team have an academic and applied orientation, and focus on collaboration with companies and managers to improve their management, with special emphasis on the problems of SMEs.
- Study how HR strategy affects knowledge management processes in the organisation.
- Analyse how HR practices influence the innovative and entrepreneurial behaviour of employees and managers.
- Analyse the relationship between HR practices, knowledge management and innovative and entrepreneurial behaviour.
- Explore how quality management can affect the way in which HR strategy impacts on knowledge management and innovation.
- Promote the generation of new tools that allow companies to improve their management and competitive positioning.
- Study how HR policies and practices can contribute to corporate sustainability.
- Sustainable HR policies and practices and organisational results
In this line we analyse how the design and implementation of sustainability-oriented HR policies and practices can contribute to improving organisational performance and, at the same time, to achieving sustainable competitive advantages.
- Quality, strategic process and organisational results
In this line we analyse the application of different quality management approaches, models, systems and techniques, and how they affect the process of shaping business strategy and, as a consequence, organisational results.
- HR strategy and knowledge management
In this line we intend to study the way in which HR strategy and its associated practices drive and condition knowledge management processes in the organisation.
- HR strategy and innovative behaviour
In this line we study how HR strategy and practices can facilitate the development of innovative behaviour in employees and the role that intermediate variables such as creativity or knowledge sharing, among others, can play in this relationship.
- HR strategy and entrepreneurial behaviour
In this line, we analyse how HR policies and practices can contribute to generating entrepreneurial behaviour in organisations, both at intra-organisational (intrapreneurship) and managerial (entrepreneurship) levels.
- SMEs, HR practices and innovation
In this line we analyse how different HR practices can contribute to innovation outcomes for small companies.
- BALBASTRE BENAVENT, FRANCISCO
- PDI-Titular d'Universitat
- Coordinador/a Curs
- CANET GINER, MARIA TERESA
- PDI-Titular d'Universitat
- ESCRIBA CARDA, NAIARA
- PDI-Prof. Permanent Laboral Ppl
- REDONDO CANO, ANA MARIA
- PDI-Titular d'Universitat
- Responsables de Gestio Academica
- Coordinador/a Titulacio de Grau
- REVUELTO TABOADA, LORENZO
- PDI-Titular d'Universitat
- SAORIN IBORRA, MARIA DEL CARMEN
- PDI-Titular d'Universitat
- DOLZ DOLZ, CONSUELO
- PDI-Titular d'Universitat
- Coordinador/a Curs
- FRANCO VIÑUALES, CARLOS FRANCISCO
- Doctorand.
- SALAS VALLINA, ANDRES
- Alumn.-Servei de Formacio Permanent
- Director/a Titulacio Master Oficial
- Cap de Seccio-Servei
- Cap Iniciatives del Pla Estrategic
Contributors
- Ronald Clarke - Rennes School of Bussiness (France)
- ExpandirBALBASTRE BENAVENT, FRANCISCOPDI-Titular d'UniversitatCoordinador/a Curs
- ExpandirSAORIN IBORRA, MARIA DEL CARMENPDI-Titular d'Universitat
- ExpandirDOLZ DOLZ, CONSUELOPDI-Titular d'UniversitatCoordinador/a Curs
- ExpandirSALAS VALLINA, ANDRESAlumn.-Servei de Formacio PermanentDirector/a Titulacio Master OficialCap de Seccio-ServeiCap Iniciatives del Pla Estrategic
- Manufacture of ceramic tiles and flags
- Non-life insurance
- Cutting, shaping and finishing of stone
- Restaurants and mobile food service activities
- Agents involved in the sale of a variety of goods
- General public administration activities
- Research and experimental development on biotechnology
- Manufacture of railway locomotives and rolling stock
- Manufacture of loaded electronic boards
Tarongers Campus
Edificio Departamental Oriental. Av. dels Tarongers, s/n
46022 València (Valencia)
- BALBASTRE BENAVENT, FRANCISCO
- PDI-Titular d'Universitat
- Coordinador/a Curs
