"To win the marketplace you must first win the workplace"
This intensive masterclass examines the interaction between the organization and its 'human capital', business ethics, corporate governance and personnel management in the setting of innovation and entrepreneurship.
There are three seminars of 2 days each:
- Organization & Human Capital
- Corporate Governance & Business Ethics
- HRM, Innovation & Entrepreneurship
The first seminar deals with questions on organizing your (new) organization and streamlining human capital processes to guarantee commitment, trust and sustainable development of results. It highlights a range of emerginghuman capital practices in sustainable growth companies. They provide the foundation forthe sustainable development of more fluid, networked and agile forms of organisations. This seminar provides you with a set ofpractices to build an organizational structure that incorporates entrepreneurship at every organization level.The approaches create insight into how to (re)design collaboration, taking into account the acceleration of change and how employees continually reinterpret their assignments. You learn how collaborative intelligence, which is the basis of entrepreneurship, can be strengthened.
We highlight five emerging and disruptive Human Capital practices: (1) (re)designing role relationships, (2) selecting based on maturity and fluidity of thought, (3) organizing performance feedback based on a hierarchy of performance indicators, (4) remuneration based on 'felt-fair-pay' principles, and (5) facilitating collaborative intelligence.
The master class consists of five sessions spread over two days, during which the chosen practices are put in a broader entrepreneurial and deliberate developmental set-up of organizations. The program is strikes a balance between concrete cases and scientific progress.
Jan de Visch
Knowledge on corporate governance is essential to understand the complex and conflicting relationships among various stakeholders of firms and the direction & control of companies. This seminar gives participants insights in how to develop an understanding of key theoretical and practical issues underpinning corporate governance and the role of different stakeholders in well-managing modern corporations. Many practical questions regarding corporate governance issues in practice will be discussed:
- what constitutes good corporate governance,
- what are the pros and cons of structuring differently the ownership and the board of directors of firms;
- how should executives be remunerated;
- what are the international differences in corporate governance, etc.
From the business ethics perspective, topics addressed are
- what are values and norms and how do they function;
- what kind of value changes are we confronted with today
- and what does this imply for business
- the transition in our economic system towards a sustainable economy and what this implies for different sectors
We will close the seminar by working in small teams on a business case on corporate governance and ethics in your own company and organization(s).
Research and practice have shown that employees’ entrepreneurial and innovative work behaviours are important for the competitive advantage of organizations. However, the question of how these behaviours can be stimulated remains unanswered. In this third and final seminar of the masterclass course we will explore and discuss HR practices that induce innovative work behaviour. Generally speaking, innovative and entrepreneurial work behaviour is defined as employee pro-active behaviour to create, introduce, and apply new ideas intentionally within a workrole, a group, or an organization that are beneficial to performance. Questions that remain interesting to explore and discuss cover topics like:
- what are the differences between different types of companies, different sectors, different strategies?;
- what people management approaches would work best in those different type of companies?;
- can all employees be involved in innovative and entrepreneurial behaviors, if so –why and how?
Provide insights in how Human Resource Management (HRM) can help stimulating innovation and entrepreneurship in both large companies and SME's. The seminar is designed to develop knowledge, skills and understanding on the relationship between HRM and innovation and HRM and entrepreneurship.We start with an exploration of different HRM concepts and will then explore how HRM policies and practices affect innovation and entrepreneurship, and innovative and entrepreneurial work behaviour. We will discuss the relationship between HRM and innovative and entrepreneurial outcomes in different types of organizations. On the HRM side, we identify several High Performance Work Practices (e.g., training and development, recruitment and selection, performance management or compensation), and HRM systems (high-commitment HRM, high-control HRM, or high-collaboration HRM). On the innovation and entrepreneurship side, we distinguish between different innovative outcomes (e.g. product, process, radical, incremental, creativity) and individual behaviours (e.g. innovative, proactive, or entrepreneurial behaviours).
We bring the two sides together in a question how, when, and under which conditions HRM activities can support and promote innovation and entrepreneurship. Insights are proviede in how HRM helps stimulating innovation and entrepreneurship in different types of organizations.
Upon completion of this course, participants are expected to:
- Know the latest developments in the academic and practical field of HRM and its effect on innovation and entrepreneurship
- Acquire in-depth knowledge on the relationship between HRM, innovation and entrepreneurship
- Understand how HRM can develop innovative and entrepreneurial behaviour
- Assess whether HRM practices and HRM systems are in line with the innovation and/or entrepreneurial objectives of an organization
- Relate all the above to the topics dealt with in the Organisational and Human Capital and Corporate Governance and Business Ethics seminars
Flanders Business School and University of Twente
3 November 2021
The final assignments consist of two complementary essays related to seminar 1 and 3 and a reflection on the business case of seminar 2.
Participants will receive a certificate of attendance after successfully completing the course.