Sepawi, Saberi (2023) Developing talent management hybrid model for business growth and sustainability: the case of Malaysian theme park industry. Doctoral thesis, University of Wales Trinity Saint David.
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Sepawi, Saberi (2023) DBA Developing talent management hybrid model for business growth and sustainability.pdf - Accepted Version Available under License CC-BY-NC-ND Creative Commons Attribution Non-commercial No Derivatives. Download (4MB) | Preview |
Abstract
The Theme Park industry is part of the tourism and hospitality programme that relies more on human capital to deliver its products and services. The sense of human touch is predominant because the talent is actively involved in the entire process from designing, constructing and operating it. Due to the Covid-19 outbreak, Malaysia's theme parks faced much financial difficulty due to a lack of expertise and skilled talent, as many had been lay-off. A new business model is required to support the theme parks industry restarting and rebounce their business growth and sustainability. This research used an inductive approach based on the Talent Management Model and Resources-Based View Theory as reasoning moves from general observation to a specific conclusion. In the RBV model, resources are significant in helping companies achieve higher organizational performance. This research focused on Talent Management capabilities by examining talent competencies and business acumen. The researcher adopted semi-structured in-depth interviews, giving more flexibility and interactivity opportunity for the researcher and the respondents to conclude their views and suggestions. This research adopted multiple case studies, focusing on six different theme parks in Malaysia. The data are analyzed using Atlas.ti version 7. The study reveals that the respondents perceive two main components in talent management; a) HR team capabilities and b) Leadership team capabilities can influence positively if the business model is executed well. All six respondents claimed that talent management performance becomes the most crucial factor in morale and the staff's productivity, followed by talent strategy, planning, and development. Malaysia does not have sufficient resources to develop the theme park industry concerning Intangible Resources, i.e. intellectual property & human capital. All respondents agreed that intellectual property and human capital are the keys to intensifying business growth and sustainability. The theme park industry operators must relook at all their intangible resources as the main source to drive business growth and sustainability. The model suggested focusing on government relationships, development models, talent supply, and short, mid, and long-term action plans. To achieve the international standard and high-performance culture, the current talent management model needs a new innovative and strategic approach to compete with other theme park operators in Asia and even the world. This new business model can provide theme park operators with a new framework for answering the three main questions.
| Item Type: | Thesis (Doctoral) |
|---|---|
| Subjects: | H Social Sciences > H Social Sciences (General) H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management |
| Divisions: | Theses and Dissertations > Doctoral Theses |
| Depositing User: | Natalie Williams |
| Date Deposited: | 22 Jun 2023 15:39 |
| Last Modified: | 13 Aug 2024 15:17 |
| URI: | https://repository.uwtsd.ac.uk/id/eprint/2443 |
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