The Effects Of Television On The World - 1845 Words

Mandy Sanguigni Ms. Morrow Essay #3 4 May 2015 Seeing the World How quickly can something capture the eye? What could take a person on an emotional roller coaster, of happiness, sadness, hunger, fatigue, or being scared? The remarkable world of television can take a person anywhere. Television is a central form of communication which connects people with the outside world. The television has been around for decades and is found in practically every household. People watch the news, movies, game shows, or reality shows; there is a show for everyone, and, like it or not, there are plenty of advertisements. The creation of the television has been the beginning, with no sign of an end, connecting people to the past, present, and future,†¦show more content†¦Then between 1891 and 1895 Dickson shoots numerous 15 second motion pictures using Edison’s kineograph, his motion picture camera. Later in 1895, the first public demonstration of a motion picture occurred in France (History of Television). During 1900, the wo rd â€Å"television† was first used by Russian inventor Constantin Perskyi. He introduced this word at the World’s Fair in Paris during the first International Congress of Electricity (Bellis 1). Starting in 1923, Russian emigrant, Vladimir Zworkin patented his isconscope, a TV camera cathode ray tube, which became the major component in television development (Bellis 2). American inventor Charles Francis Jenkins transmitted pictures of Herbert Hoover from Washington DC to Philadelphia. Jenkins called this invention â€Å"radiovision† (Elon.edu 1). By 1924, Vladimir Zworkin patented a color television system (Bellis 2). Each method developed upon previous developments, each looking for a way to reach people in a more efficient way. The history of the television has many roots and inventors who were determined to reach out and embrace the world starting with technology of motion pictures working to grow forward into the world of television and beyond. Interes tingly, the birth of the television set brought countries and people together through the growing pains of the past, present, and, now

Picassos Old Guitarist Essay - 1725 Words

Pablo Picasso’s Old Guitarist I visited the Art Institute of Chicago and many paintings and pieces of art caught my eye, but I almost lost my breath when I laid my eyes upon Picasso’s The Old Guitarist. I was a good thing that a bench is in front of the painting because I needed to sit down and admire the power that it exuded. The painting is one-dimensional, is flat, and doesn’t have a distinct background to it. It is done in a monochromatic color scheme and depicts a very thin, frail, blind man holding a guitar, which is brown and departs from the blue monochromatic color scheme, who is sitting cross legged and the upper half of his body is bent over. This man holds the guitar very close to him as if he didn’t have anything else in the†¦show more content†¦The largest of his Blue Period paintings, La Vie, depicts a confrontation between a young couple and an older woman holding a baby. The man in the painting is Casagemas’s, but it was la ter revealed that Casagemas’s image was painter over Picasso’s. The Old Guitarist represents the segment of the Blue Period that began to depict wretched destitute males in late 1903. These men were almost always shown as being blind or psychotic. The physiques of these men where slender, angular, and elongated, which style was similar to El Greco, who was considered somewhat of a hero in Picasso’s artistic circle in Barcelona. The Old Guitarist is unique in the Blue Period because the blind man is â€Å"spiritually transported by his creative effort, rather than mired in hopeless passivity.†. The man seems to use his musical creativity as protection. He seems to be in another world created by his own music/song which may symbolize the joy that Picasso receives from his own work. The power of the old man and his feeling of having everything required are emphasized by Picasso. Picasso has squeezed him into a frame that does not seem large enough to contai n him. One could imagine that the old man would surpass the boundaries of the canvas if he were to raise his head or stretch out his legs. The Old Guitarist gives a sense of constricted power so not only is the old man limited by his blindness butShow MoreRelatedThe Old Guitarist And Madame X1365 Words   |  6 Pagessubjective to the viewer to decide if what they see is classified as art. I often think of the phrase, â€Å"Beauty is in the eye of the beholder† during class because art is not always beautiful, or even pleasant, but it is a personal perspective. The Old Guitarist and Madame X are two creations that I believe are art, an opinion most people would agree with solely based off the success and fame of the creators, Pablo Picasso and John Singer Sargent, respectively. Being an artist is not always the glamorousRead MorePage 1: Home. Pablo Picasso. The Impact Of Pablo Picasso1733 Words   |  7 Pageshis life. At sixteen, Picasso went to Spain’s best art school in Madrid, away from his family, and soon dropped out to pursue personal practice. Here he saw the works of El Greco, who’s distinct style of figures would be seen in Picasso’s work later on. Adult Life Picasso’s professional career is said to have begun in 1894, when he started to stray from amateur styles. In 1900, he moved to Paris as a poor man. He stayed in a tiny apartment without heat and often burned his own works to stay warm.Read MoreBiography Of Pablo Picasso ( 1881-1973 )1056 Words   |  5 Pagesunique, exuberating natural art presentation about himself. He surpassed his father’s talent in art at the age of fourteen. He became a protà ©gà © of another artist in Paris, while skipping school, unfortunately his father found out and discontinued Picasso’s allowance. Picasso was left to support himself financially. He sustained himself very well until a terrible event happened in his life, the suicide of his friend Carles Casagemas. His friend shot himself in the head. A deep depression came uponRead MorePablo Picasso s Influence On Art1340 Words   |  6 Pagesparents, Josà © Ruiz Blasco and Maria Picasso, were both from Spain. His father from northern Spain and his mother from Picasso’s birthplace. It was not unusual for people to take both parents family names. At the time of Picasso’s birth, his was was an art teacher in Mà ¡laga, which obviously greatly influenced Picasso. It was when the family moved to Barcelona when Picasso was 15 years old and his father took a job as a professor at the Academy of Fine Arts that really blossomed his interest in paintingRead MoreThe Hardships through the Life of Pablo Picasso700 Words   |  3 Pagesone of his close friends moved to Paris looking better art opportunities. Picasso’s friend later that year committed suicide. These experiences led him to paint the blue period where many dark and depressing painting were created by him. The paintings during the blue period were exact reflections of the poverty, pain, and loss in Picasso’s life. One of the most famous paintings to come from his blue period is, The Old Guitarist. Picasso created this paintin g in Madrid in 1903. The guitar is the onlyRead More Pablo Picasso - His Life and His Art Essay1222 Words   |  5 Pagesfollowed Picassos example. Picasso contributed to artistic creativity by exploring and creating new art forms during his career such as Cubism-which was not limited to painting. This new style of cubism eventually led to the modern abstract art that is visible to us in the artwork of the modern day world. Pablo Picasso showed his interest in art as a young boy. He showed great talent at a very young age and liked to paint pictures of the city life around him. This talent of Picassos did not goRead MoreAnalysis : Guernic Testimony Of War1555 Words   |  7 PagesThe first piece of artwork I would like to talk about from Picasso is one that many people may be familiar with and has the name â€Å"Guernica†. This work was created in Picasso’s Paris studio in 1937 (Guernica: Testimony of War†). This piece in an oil on canvas painting, and currently is on display at Spain’s national museum, Reina Sofà ­a, a museum of modern art. The entire painting is twenty-five foot, five and three-quarter inches long and eleven foot, five and a half inches tall. This painting depictsRead More pablo picasso Essay1276 Words   |  6 PagesPicasso was born in Malaga, Spain on October 25, 1881 to a professor of art named Jose Ruiz Blanco and his wife Maria Picasso Lopez. Because of his fathers’ occupation, Picasso’s talent was quickly noticed and appreciated. Don Jose, an art teacher, moved Picass o and his family to La Coruna and then to Barcelona where he was Picasso’s instructor at the fine arts academy. At the age of 10 Picasso made his first paintings, and performed brilliantly on the entrance exams to Barcelona’s School Of Fine ArtsRead MorePablo Picasso- A Biography Essay1230 Words   |  5 PagesPicasso was a born talented artist, with his dad setting the foundation; Picasso became the famous artist of the twentieth century. Pablo Picasso once said, â€Å"Every child is an artist. The problem is how to remain an artist once we grow up.† Pablo Picasso’s dad was a great influence on Picasso as a child. His dad taught him everything he knew about art. Pablo’s father was also an artist, and as Pablo became older, he continued to see an outstanding amount of talent in Pablo. Picasso dads guided andRead MoreEssay about Pablo Picasso1158 Words   |  5 Pagescentury. Background Pablo Picasso, born Pablo Ruiz, was destined to become an artist at a very young age. Born in Malaga, Spain on October 15, 1881, the young artist began to follow in the footsteps of Jose Ruiz BlascoÂâ€"his father. Many say that Picassos love for art was somewhat genetic, since his father was also an aspiring painter. At the young age of four, Picasso had already learned to draw detailed pictures, and by the age of 15 had already become technically skilled in drawing and painting

Customer Identification And Their Needs - 1434 Words

As relationship professionals of our industry we have a responsibility to ensure that we take the necessary steps in taking care of each client and their needs. Since we have established our client groups needs we now have a chance to interact with them and provide them a level of service and solutions that meets their established needs. Our clients depend on us to ensure that they can trust us in our decision making and if we show them consistent effort and positive intention then we can achieve their long-term business. In this exam, we will provide overview of the strategy in a question and answer format. (The Root) Our department accepts the challenge of developing a plan to grow new relationships and to steward existing relationships. Leadership has started a new plan to be a premier relationship based company focused on the sustained long term relationships that will continue to benefit not only the customer but our goods business as well. Customer identification and differenti ation has been completed for us thanks to the operations team getting that data to us in the last briefing. Our task team at hand is to discern and label the interactions and customizations that are needed to follow through on our new model of IDIC. Our dialogue with the customer is going to help us determine who is talking about the brand, what they are saying and where is it being talked about dialogue with the customer is going to help us determine who is talking about the brand, what they areShow MoreRelatedThe 2201 Principles Of Marketing Essay902 Words   |  4 PagesThis discourse is about the steps companies need to take to engage in the one to one marketing of the Five â€Å"I†s. the five â€Å"I† s is composed of: 1. Identification 2. Interaction 3. Individualization’ 4. Integration and 5. Integrity Details About the Five â€Å"I†s of One- to- One Marketing Identification As a firm you cannot win customer loyalty unless you know your customers. Once you know your customers then you can deliver value to them. Identification is one major step that can enhance the company’sRead MoreIdentification And Identification854 Words   |  4 PagesIdentification has two elements – most people know and focus on the first; most companies are notoriously poor at the second. The first Identification element is, not surprisingly, to understand the characteristics of potential and current customers, as well as their influencers. This means delving into what needs they have, what motivates those needs, how they want those needs solved, and who else influences those needs and potential solutions. 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From our research of different technologies, we concluded that the use of Biometric and Radio Frequency Identification (RFID) would be the most helpful tools to streamline JRI’s operational processes and to ensure a superior customer experience. The security issues will be addressed by using biometric technology such as a personalized fingerprint check-in system, which is commonly seen in organizations such as the FBIRead MoreSwot Analysis Of Graco Inc, A Minneapolis Based Company Essay908 Words   |  4 PagesRepresentative, we handle both the Credit and Collection functions. In Credit, customers are evaluated on their credit history based on financial statements, credit reports and trade references to determine the financial risk. Our goal is to support sales by extending credit and terms to customers. On the other hand, as Collectors, we perform collection efforts to ensure accounts are paid on time and resolve any outstanding balances. 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Implications of Linking the HR Strategies-Free-Samples for Student

Question: Critically evaluate the implications of linking of Human Resources strategies and policies with strategic objectives of the firm. The report should argue role of HR strategies in developing performance oriented organization culture that fosters innovation and competitive advantage. Answer: Introduction Strategic human resource management is made up of two terms, namely, strategy and human resource management. It is a multidimensional policy, which is the utilization of the human resources in the best manner. SHRM is the process of strategically utilizing the human resources of the organization, so that the overall productivity of the organization can be enhanced. It aligns the human resource of the organization with the strategic objectives of the organization. As a result, most of the organizations have focused on linking the objectives and goals with the strategic goals of the organization. The present report discusses the implications of connecting human resource strategies with policies and the strategic goals (Varbanova, 2013). HR strategies of the organization are responsible for developing performance-oriented organization culture, which can enhance the innovation capabilities of the organization and develop the competitive advantage of the organization. Strategic Human Resource Management In the present times, competition among the business organizations is intense; therefore, it is important that these organizations pay attention to achieve the long-standing objectives of the organization. It can be stated that the primary goal of the human resources of the company is to make the employees productive so that the organization can easily achieve its goals. Strategic human resource management emphasizes on both individual goals and organizational objectives. The strategic human resource of an organization emphasizes on HR areas, in which HR strategies are designed considering the long-term goals of the organization. The SHRM (Strategic Human Resource Management) emphasizes that there exists a relation between HR policies, practices, and the overall goals of the organization. It also states that HR intervention can easily sort out disputes and conflicts in the organization (Mello, 2014). There are two fundamental principles of SHRM, which are promoting HR activities in the organization, which can enhance employee performance and linking the HR activities with the financial goals of the organization. Connecting Human Resource Strategies with the Strategic Objectives of the Organization In present competition, traditional support services such as HR management, administration, IT and legal services are under increased pressure to directly impact the business results. Both public and private organizations are under the pressure of the customers, management, and investors to optimally utilize the business resources. HR managers can support the business objectives of the organization by linking HR with the goals and objectives of the organization. The business strategy is an articulated plan, which assists the organization in making optimal use of human resources and investment. It is an understanding that HR function can be used as a strategic partner to develop and implement the strategies, which can improve business performance and nurture innovation, flexibility and competitive advantage of the organization. The strategic orientation of the organization is important irrespective of the size of the organization. Strategic orientation refers to the action plan of the organization to align HRM with the business objectives. The business organizations can create a competitive advantage through skilled, committed and motivated workforce. Human resource planning refers to the process of analyzing future human resource needs of the organization so that the organization can achieve its objectives in an efficient manner. The human resource planning is essential for an organization so that lead time between the recognition of a new job post and filling that requirement is reduced. Therefore, HR manager should have knowledge of the job market and the availability of talented candidates. Over the years, the process of HR planning is changed and it has moved from the traditional hiring and recruiting to forecasting and succession planning (Barrick, Thurgood, Smith Courtright, 2015). Human resource planning can reduce the employee turnover by attracting them with the career opportunities present in the market. The core function of the recruitment and selection department is selecting best-fit candidate from the pool of the talented candidates. In the previous times, recruitment was considered as a traditional function, in which the focus was on finding a right person, who is fit for the role. However, not with strategic HRM, the companies are focusing on the person-organization fit, which means they are evaluating whether the applicants can be integrated with the culture of the organization. High performing organizations emphasize on the use of training and development to increase the competitive advantage of the organization. Training and development is an essential part of the business organization, which can grow value and potential of the people. With training and development, business organizations can transfer the existing knowledge, skills and abilities which are essential in completing specific task or activities. Training and development promotes the goals and objectives of the or ganization (Kramar, 2014). The strategic training and development of the organization are more targeted, measurable and effective. The traditional performance management system fails to deliver the business objectives as the business objectives of the organization are not always understood, which creates mismatch between the corporate strategy and its impact on the performance management of the team. Moreover, if the goals and the strategies of the business and the employee motivation and the culture are not ideal, it may impact negatively on the results of the organization. The strategic performance management approach can be used to manage the performance of the employees, to motivate the employees to achieve their targets, and assist the managers and the employees to work towards achieving these targets. Strategic HR management is an effective method in managing performance; developing selection and recruitment capabilities to establish a performance evaluation plan, which can be used for achieving strategic goals. The compensation system of the organization can be linked with the performance of the firm. It is beneficial in retaining the employees with the required competencies (Jackson, Schuler Jiang, 2014). The strategic performance management of the organization is focused on delivering effective results according to the business strategy. The compensation and reward structure are crucial factors in recruitment and the retention of the best talent in the industry. As a result, a large number of organizations are finding it challenging to retain the top talent of the industry. The company can design an efficient compensation structure by identifying the employee objectives and the motivation of the employees, while determining the compensation structure (Kramar, 2014). The older employees of the organization are concerned about retirement and healthcare benefits. However, the new employees might want paid time-offs and different opportunities for growth. Therefore, it is important that the compensation and the reward programs are strategically designed. The performance rewards are both financial and non-financial and; therefore, they should reinforce the performance outcomes and evaluate the contribution of the employees for the organization. Several tactics such as bonus, incentive pay, variable compensation, and performance linked pay are best methods to enhance the performance of the employees. It increases the competency and the competitive advantage of the organization (Swart, Hansen Kinnie, 2015). Role of Performance Oriented Organization Culture in Fostering Innovation and Competitive Advantage According to Naranjo Valencia, Sanz Valle Jimnez Jimnez, (2010) the organization innovation has significant benefits on economic development and enhancing the competition in the business organization. In the present era of complex and dynamic conditions, the need for business organizations to innovate continually has become extremely necessary. The Scheins model of organization culture states that the culture of the organization develops from the values of the organization, which are communicated through norms, policies, and the changes in behavioral patterns. With the emphasis on certain values and development of norms, companies can create a compelling employee behavior. Figure: Model of Organization Culture (Source: Hogan and Coote, 2014) The innovation theory is developed for the manufacturing industry and innovation is developed as a discrete paradigm. The innovation can be different such as incremental or radical process. In the manufacturing industry, the output of innovation capabilities is tangible. It results in the manufacturing of products, which are produced through technological innovation and they are stored so that they can be used later. The development of new machinery is dependent on innovation capabilities of the organization. The success of the human resource planning is based on establishing relations between the HR office and the direct managers of the organization. It empowers the organization in meeting the goals, objectives and consistencies. The succession planning is the process in which the organization recruits talented employees within the organization; and then, develops their skills, knowledge and professional capabilities. The innovation behavior of the organization emphasizes client-focused, technology-focused and marketing-focused innovation capabilities. However, it is not an effective conceptualization for the service industry because services are perishable and does not hold value at a later point of time. In the service industry, close interaction between the producers, service, users and the service delivery process increases the challenge between the product and process innovation. The knowledge and the innovation are intangible in nature, and the innovation is not necessarily based on the physical and the technological aspects. The strategic training and development is the process of developing and designing the training programs so that the employees can achieve superior performance. It can be used to uplift the innovation capabilities of the organization. In the views of Naranjo-Valencia, Jimenez-Jimenez and Sanz-Valle (2011), in present, business organizations are facing different challenges due to the changes in the business environment. These complex changes demand changes in product architecture, firm competencies and technological developments. Therefore, the innovation capabilities of the organization are successful for its presence and innovation. The organization culture of a business enterprise can be categorized as innovation orientation and imitation orientation of the organization. The innovation orientation refers to the organization culture in which the organization pursues innovation and new product or services before the companys competitors introduce them. In contrast to it, the companies with imitation orientation try to escape from the research and development cost pertaining to the development of novel technologies and scientific investigation. Therefore, they try to easily adopt the ideas and technology of the organizations competitors. Most of the public know the innovation orientation as the new market entrants. They are also called as new market entrants or the market pioneers. In contrast to it, the companies with the imitative orientation are known as late market entrants or business followers (Shavinin a, 2003). Innovation capabilities require choosing the right candidate for the organization. In the strategic recruitment and selection, the companies translate the strategic objectives of the organization into HR demand and needs so that appropriate selection and recruitment can be conducted. The strategic recruitment and selection aligns the objectives of the candidates with the objectives of the business enterprises (Jackson, Schuler Jiang, 2014). However, the strategic recruitment emphasizes on filling the key job positions of the organization. It can be stated that the innovation capabilities of the organization are the basic of the market entry strategy. Along with it, other factors such as product advantage, promotional efforts and the relative price of the product are important in establishing a competitive advantage of the firms. Another important factor in the development of the competitive advantage is the timing of the market entry. The timing of the market entry cannot be determined statistically. It is qualitative decision making and mainly depends on the strategic decision of the organization (Subramanian, Rahe, Nagadevara, Jayachandran, 2016). The strategic decisions require strategic planning. The strategic plan of the organizations is designed for three, five or ten years. However, compensation strategies and performance incentives are based on the annual compensation and bonus; however, linking them with the compensation can boost the performance of the organization. The strategic compensation of the organiz ation can motivate the employees to align their behavior and job performance with the goals of the organization. The organization culture has a positive connection with the innovation capabilities of the organization. It means that in order to innovate and align with technological progress in an effective manner, there should be some specific internal and external characteristics in the organization culture of the business enterprise. The organization culture is the facet of the operational competency, which shows the inclination of the firm towards innovation. The organization culture is nothing, but the values, beliefs and the hidden assumptions of the different stakeholders of the organization, which reflects on the orientation of the organization. It fosters the development of the innovation capabilities of the organization. The primary reason for it is that it stimulates innovative behavior among the members of the organization. The different members of the organization accept that innovation is the core of the organization operations, and it can be used to enhance the innovation commitment to the organization. Further, the organization culture and management behavior are strongly linked and can foster change in the organization (Carayannis, Varblane Roolaht, 2011). The organization culture has two types of effect on the innovation process of the organization. It increases the innovation capabilities through socialization and coordination. With socialization, the employees can understand that innovation and creativity are part of the business operations. The different stakeholders of business organization can coordinate and support innovation through different activities, policies and procedures. It can generate value, which will fund innovation and creativity. The integration of these values will eventually improve the innovation capacity of the organization. The Competing Values Framework (CVF) is an organization culture model proposed by Cameron and Quinn, which is extensively used to define the organization culture of the business enterprises. These authors define that there are two cultures in the organization, which are adhocracy, set, market and hierarchy, which can be characterized by two characteristics. There are two dimensions, namely, flexibility and control. Other than that, the external focus and internal focus and the incorporation of these values in the organization culture is important. There are certain characteristics, such as organization leadership, employee management, emphasis of strategy is the major characteristics of the organization culture. According to this model, in adhocracy culture, the organization culture is dominated by change and flexibility. It is externally oriented culture. This type of culture is common in companies, which operates in the dynamic market. These companies are leader in their respective industry or try to become one. Such types of organization culture enforce creativity, entrepreneurship and risk taking ability of the organization. The clan culture is a similar kind of culture, which focuses on teamwork, employee involvement and commitment of the employees towards the organization (Holt, 2013). The market culture is another type of culture, which is concentrated on the external environment; also stresses on control within the organization. The culture has the main characteristics of productivity and high competitiveness. The last is the hierarchal organization culture. In this culture, the organization emphasizes on establishing control on the internal and external parts of the organization. The main dimensions of organization culture are efficiency, coordination and close adherence to the culture of the organization. These different characteristics of the organization form the innovation capabilities of the organization. Flexibility-oriented cultures have a positive impact on the probability of innovation within the organization. Flexibility, organic organization structure and informal communication can develop excellent organization culture within the organization. It can be stated that autonomy and freedom in organizational operations encourage innovation within the orga nization (Carayannis, Varblane Roolaht, 2011). Creativity can be defined as the manner, which can be used to perform work in an efficient and novel manner. The organization operations can be categorized into routine and creative acts, which have vastly different outcomes upon the knowledge process of the organization. These processes significantly impact on the learning outcomes of the organization. There are also certain other factors, such as the presence of the rules and regulations, excessive authority, and poor participation of the employees increases the obstacles in the innovation capabilities of the organization (Shavinina, 2003). There are certain unfavorable conditions, such as bureaucratic control, which challenge the innovation opportunity in the organization. This rule is applied by enforcing rules and processes, hierarchies in authority and standardization mechanism (Shavinina, 2003). These firms try to operate safely rather than exploring new opportunities in internal operations. Conclusion Conclusively, it is stated that the strategic human resource are an important aspect of the organization. It is the process in which the business organizations can strategically link the business goals with the human resource objectives of the organization. In the present competitive era, it is important for the business organizations to perform with high productivity. These human resources are the most critical source of the business organizations. The business enterprises can use the human resource to develop their competitive advantage. The organization culture is also important for retaining the employees within the organization. The organization culture has a progressive relationship with the innovation capabilities of a business organization. It means that a firm can foster innovation and by adopting technological development. There should be some specific internal and external characteristics in the organization culture to promote innovation in the organization References Barrick, M. R., Thurgood, G. R., Smith, T. A., Courtright, S. H. (2015). Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance.Academy of Management journal,58(1), 111-135. Carayannis, E.G., Varblane, U., Roolaht, T. (2011). Innovation Systems in Small Catching-Up Economies: New Perspectives on Practice and Policy. Springer Science Business Media. Hogan, S.J., Coote, L.V. (2014). Organizational culture, innovation, and performance: A test of Schein's model. Journal of Business Research 67, 1609-1621. Holt, K. (2013). Market Oriented Product Innovation: A Key to Survival in the Third Millennium. Springer Science Business Media. Jackson, S. E., Schuler, R. S., Jiang, K. (2014). An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), 1-56. Jackson, S. E., Schuler, R. S., Jiang, K. (2014). An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), 1-56. Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?.The International Journal of Human Resource Management,25(8), 1069-1089. Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?.The International Journal of Human Resource Management,25(8), 1069-1089. Mello, J.A. (2014). Strategic Human Resource Management. Cengage Learning. Mogelof, J. P., Edmondson, A. C. (2006). Explaining psychological safety in innovation teams: organizational culture, team dynamics, or personality?. InCreativity and innovation in organizational teams(pp. 129-156). Psychology Press. Naranjo Valencia, J. C., Sanz Valle, R., Jimnez Jimnez, D. (2010). Organizational culture as determinant of product innovation.European Journal of Innovation Management,13(4), 466-480. Naranjo-Valencia, J. C., Jimnez-Jimnez, D., Sanz-Valle, R. (2011). Innovation or imitation? The role of organizational culture.Management Decision,49(1), 55-72. Sarros, J. C., Cooper, B. K., Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture.Journal of Leadership Organizational Studies,15(2), 145-158. Shavinina, L.V. (2003). The International Handbook on Innovation. Elsevier. Subramanian, R., Rahe, M., Nagadevara, V., Jayachandran, C. (2016). Rethinking Innovation: Global Perspectives. Routledge. Swart, J., Hansen, N. K., Kinnie, N. (2015). Strategic Human Resource Management and performance management in professional service firms. InThe Oxford handbook of professional service firms. Varbanova, L. (2013). Strategic Management in the Arts. Routledge.