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Competencies are behaviors that some people master better than others, which makes them more effective in a given situation. Considering that entrepreneurship translates into behaviors, the competency-based approach expresses attributes necessary in the generation of such behaviors with greater precision. By virtue of the dynamic and complicated nature of entrepreneurial phenomena and, especially, of the numerous data sets and variables that accompany the entrepreneur, it has become increasingly difficult to characterize it. In this study, we use predictive analysis from the machine learning approach (unsupervised learning) in order to determine if the individual is an entrepreneur, based on measures of 20 attributes of entrepreneurial competence relative to classification and ranking. We investigated this relationship using a sample of 6649 individuals from the Latin American context and a series of algorithms that include the following: logistic regression, principal component analysis, ranking and classification of data using the Ward method, linear discriminant analysis, and Gaussian regression among others.
Clariandys Rivera-Kempis; Leobardo Valera; Miguel Sastre-Castillo. Entrepreneurial Competence: Using Machine Learning to Classify Entrepreneurs. Sustainability 2021, 13, 8252 .
AMA StyleClariandys Rivera-Kempis, Leobardo Valera, Miguel Sastre-Castillo. Entrepreneurial Competence: Using Machine Learning to Classify Entrepreneurs. Sustainability. 2021; 13 (15):8252.
Chicago/Turabian StyleClariandys Rivera-Kempis; Leobardo Valera; Miguel Sastre-Castillo. 2021. "Entrepreneurial Competence: Using Machine Learning to Classify Entrepreneurs." Sustainability 13, no. 15: 8252.
SMEs that create employment and wealth in economies face ever-more turbulent environments, such that they need to manage their employees by using advanced systems which enable them to gain a competitive advantage and generate financial performance. Based on the link between HRM and financial performance, this paper first explores their direct relation and then analyses the mediating variables involved in workplace well-being, reputation, and the creation of social value, which play a key role in said relation, drawing on the postulates of HPWS since these are proactive and well-developed HRM practices. This is a key research topic as it allows us to understand better the antecedent variables of well-being, reputation, and social value associated with HPWS and how they affect financial performance. For the empirical analysis, we use a sample of 1,136 Spanish SMEs and model a system of structural equations using Partial Least Squares (PLS). Results show the firm’s capacity to enhance workplace well-being, create a better reputation and create social value, and how these function as an intervening mechanism in the relation between HPWS and financial performance, exerting an individual as well as a joint mediating effect that explains how the former has a positive impact on the latter.
Mercedes Rubio-Andrés; Mª Del Mar Ramos-González; Miguel Ángel Sastre-Castillo. Do High Performance Work Systems Improve Workplace Well-Being in SMES? Implications for Financial Performance. Applied Research in Quality of Life 2021, 1 -23.
AMA StyleMercedes Rubio-Andrés, Mª Del Mar Ramos-González, Miguel Ángel Sastre-Castillo. Do High Performance Work Systems Improve Workplace Well-Being in SMES? Implications for Financial Performance. Applied Research in Quality of Life. 2021; ():1-23.
Chicago/Turabian StyleMercedes Rubio-Andrés; Mª Del Mar Ramos-González; Miguel Ángel Sastre-Castillo. 2021. "Do High Performance Work Systems Improve Workplace Well-Being in SMES? Implications for Financial Performance." Applied Research in Quality of Life , no. : 1-23.
Purpose This article explores the influence of education and experience on the time to the top in family and non-family CEOs who work for Latin American family firms. Design/methodology/approach In order to achieve these objectives, this study draws upon human capital theory as well as career and family firm literature. The careers of 129 CEOs of family firms who form part of the América Economía ranking were analyzed and quantitative methods were used. Findings In Latin American family firms, family CEOs reach the top faster than their non-family counterparts. In addition, the influence of human capital variables on the way to the top differs between the two groups. For family CEOs, obtaining a graduate degree delays the way to the top, while for non-family ones, it reduces the time to the top. As regards experience, for promoted family CEOs, the greater the percentage of the career spent in the organization they lead, the shorter the time to the top. No support was found for either the influence of having worked for just one firm or having had elite graduate education abroad, in multilatina CEOs. Practical implications Individual career management suggestions for future CEOs as well as specific guidelines for talent managers are proposed Originality/value This is the first study to explore the influence of human capital indicators on the time to the top in Latin American family firm CEOs.
Maria Rita Blanco; Miguel Angel Sastre-Castillo; Maria Angeles Montoro-Sanchez. Family firm CEOs: human capital and career success. Academia Revista Latinoamericana de Administración 2021, 34, 270 -293.
AMA StyleMaria Rita Blanco, Miguel Angel Sastre-Castillo, Maria Angeles Montoro-Sanchez. Family firm CEOs: human capital and career success. Academia Revista Latinoamericana de Administración. 2021; 34 (2):270-293.
Chicago/Turabian StyleMaria Rita Blanco; Miguel Angel Sastre-Castillo; Maria Angeles Montoro-Sanchez. 2021. "Family firm CEOs: human capital and career success." Academia Revista Latinoamericana de Administración 34, no. 2: 270-293.
This work focuses on the importance of responsible human resource management, and its link to innovation and reputation, which are deemed to be relevant intangible assets for all firms, although particularly for entrepreneurial SMEs, and which are of particular interest since they have remained relatively unexplored despite their key role in the business fabric. Specifically, we present an explanatory model comprising three variables; the latent independent variable is socially responsible human resource management (SR-HRM), and the corresponding endogenous variables are reputation and innovation. In order to empirically validate the conceptual model developed, we design a survey which has been answered by a representative sample of entrepreneurs of their own firms. Using partial least squares (PLS), we analyse both the measuring model as well as the structural model. Results prove satisfactory and allow us to confirm the direct positive and significant relation between socially responsible human resource management and reputation, as well as the causal relation when innovation acts as a mediating variable.
María Del Mar Ramos-González; Mercedes Rubio-Andrés; Miguel Ángel Sastre-Castillo. Effects of socially responsible human resource management (SR-HRM) on innovation and reputation in entrepreneurial SMEs. International Entrepreneurship and Management Journal 2021, 1 -29.
AMA StyleMaría Del Mar Ramos-González, Mercedes Rubio-Andrés, Miguel Ángel Sastre-Castillo. Effects of socially responsible human resource management (SR-HRM) on innovation and reputation in entrepreneurial SMEs. International Entrepreneurship and Management Journal. 2021; ():1-29.
Chicago/Turabian StyleMaría Del Mar Ramos-González; Mercedes Rubio-Andrés; Miguel Ángel Sastre-Castillo. 2021. "Effects of socially responsible human resource management (SR-HRM) on innovation and reputation in entrepreneurial SMEs." International Entrepreneurship and Management Journal , no. : 1-29.
The study of the gender composition of top management and its impact for organizations has received increasing attention during recent decades. Despite this, findings have been conflicting and few consistent conclusions have been reached. This paper uses panel data methods to study how the presence of women at the board of governance impacts gender diversity at different organizational levels in the Spanish banking sector. In addition, we explore the influence of female representation on employee productivity. Our findings show that the presence of one or two women at the board of directors benefits the advancement of women to managerial positions. We also identify a positive significant relationship between gender diversity at different organizational strata and productivity. The main conclusion of this research is that female representation at the board has relevant implications in terms of women being promoted and organizational outcomes. This contribution is relevant for both scholars and practitioners, as it explores the business case for gender diversity going beyond the upper echelons of organizations.
María Isabel Delgado-Piña; Óscar Rodríguez-Ruiz; Antonio Rodríguez-Duarte; Miguel Ángel Sastre-Castillo. Gender Diversity in Spanish Banks: Trickle-Down and Productivity Effects. Sustainability 2020, 12, 2113 .
AMA StyleMaría Isabel Delgado-Piña, Óscar Rodríguez-Ruiz, Antonio Rodríguez-Duarte, Miguel Ángel Sastre-Castillo. Gender Diversity in Spanish Banks: Trickle-Down and Productivity Effects. Sustainability. 2020; 12 (5):2113.
Chicago/Turabian StyleMaría Isabel Delgado-Piña; Óscar Rodríguez-Ruiz; Antonio Rodríguez-Duarte; Miguel Ángel Sastre-Castillo. 2020. "Gender Diversity in Spanish Banks: Trickle-Down and Productivity Effects." Sustainability 12, no. 5: 2113.
BI to use m-learning is determined by SN, REL, RES, SE, ANX, PLAY, ENJ, PU and PEOU. The greater the experience with technology, the weaker is the relationship between PEOU and BI. Our model explains 51.2% of the variance in BI, 47.3% of the variance in PEOU and 53.4% of the variance in PU of m-learning. PU is a more important factor than PEOU in determining the use of a system. One of the most critical success factors when implementing new systems is the organisational support provided by managers.
Marta Vidal García; María Francisca Blasco López; Miguel Ángel Sastre Castillo. Determinants of the acceptance of mobile learning as an element of human capital training in organisations. Technological Forecasting and Social Change 2019, 149, 119783 .
AMA StyleMarta Vidal García, María Francisca Blasco López, Miguel Ángel Sastre Castillo. Determinants of the acceptance of mobile learning as an element of human capital training in organisations. Technological Forecasting and Social Change. 2019; 149 ():119783.
Chicago/Turabian StyleMarta Vidal García; María Francisca Blasco López; Miguel Ángel Sastre Castillo. 2019. "Determinants of the acceptance of mobile learning as an element of human capital training in organisations." Technological Forecasting and Social Change 149, no. : 119783.
This article investigates how a management approach based on sustainable entrepreneurship can positively affect corporate reputation. The analysis showed that this effect is enhanced by the mediating effect of good governance based on ethical behavior. The empirical study was conducted using data for 104 large Spanish firms defined as sustainable by the Corporate Reputation Business Monitor (MERCO) ranking.
Mª Del Mar Ramos-González; Mercedes Rubio-Andrés; Miguel Ángel Sastre-Castillo. Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior. Sustainability 2017, 9, 1663 .
AMA StyleMª Del Mar Ramos-González, Mercedes Rubio-Andrés, Miguel Ángel Sastre-Castillo. Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior. Sustainability. 2017; 9 (9):1663.
Chicago/Turabian StyleMª Del Mar Ramos-González; Mercedes Rubio-Andrés; Miguel Ángel Sastre-Castillo. 2017. "Building Corporate Reputation through Sustainable Entrepreneurship: The Mediating Effect of Ethical Behavior." Sustainability 9, no. 9: 1663.
Purpose The purpose of this paper is to investigate the relationship between emotional intelligence (EI), organizational affective commitment (AC), and performance at low-skilled back office positions. Design/methodology/approach In all, 397 participants in low-skilled back office positions from a service company completed a questionnaire assessing EI, AC, and performance. The authors used multiple regression models for testing whether higher levels of EI and AC predicted better performance. Additionally, they tested to see whether EI and AC were positively related. Findings The results showed that workers in low-skilled back office positions with higher EI and AC had better performance. In this sense, intrapersonal skills and mood management were the dimensions of EI with the highest predictive power. Also, EI and AC were positively related, with intrapersonal skills and adaptability being the dimensions of EI most closely associated with AC. Finally, the predictive power on performance was increased when EI and AC were considered simultaneously. Originality/value Traditionally, the involvement of EI and other personal dimensions in increasing organizational commitment and better work performance has been studied in high-skilled and executive positions, as well as in front office low-skilled positions. However, there is little empirical evidence regarding the simultaneous influence of EI and AC on performance in low-skilled back office positions. This gap prompted this research, which suggests that the investment of organizational resources is mandatory for improving EI and, hence, organizational commitment and work performance in these employees.
Miguel Ángel Sastre Castillo; Ignacio Danvila Del Valle. Is emotional intelligence the panacea for a better job performance? A study on low-skilled back office jobs. Employee Relations 2017, 39, 683 -698.
AMA StyleMiguel Ángel Sastre Castillo, Ignacio Danvila Del Valle. Is emotional intelligence the panacea for a better job performance? A study on low-skilled back office jobs. Employee Relations. 2017; 39 (5):683-698.
Chicago/Turabian StyleMiguel Ángel Sastre Castillo; Ignacio Danvila Del Valle. 2017. "Is emotional intelligence the panacea for a better job performance? A study on low-skilled back office jobs." Employee Relations 39, no. 5: 683-698.