Identifying Human Capital Capabilities in Mino Company: A Systematic Review

Subject Areas : human resource management

Reza Assaly ¹ (Doctoral student of public administration, Department of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran)
Malikeh Beheshtifar ² (Associate Professor, Department of Management, Rafsanjan Branch, Islamic Azad University, Rafsanjan, Iran)
Hossein Kazemi ³ (Assistant Professor, Department of Public Administration, Valiasr University, Rafsanjan, Iran.)

Received: 2024-03-03 Accepted : 2024-04-21 Published : 2024-05-05

Keywords: human capital, capability, human capital capabilities, Minoo Company,

Abstract :

Background and objective: Focusing on the new capabilities of human capital is one of the important aspects of the country's food industry, which leads to differentiaton from other competitors. The purpose of this research is to identify the capabilities of human capital in Minoo Company. Review method: In this research, the systematic review method was used in several stages in Minoo Company. After identifying the concepts and codes of human capital capabilities and evaluating its validity and reliability, the initial conceptual model of the research was designed. From the 58 retrieved studies, 11 related studies were selected. At the level of analysis and presentation of the model, Sandelovski and Barso (2006) Meta combination method was used. Findings: The findings showed that the research model included 5 capabilities including synergistic capabilities, environmental navigation capabilities, strategic selection capabilities, adaptability capabilities, and rationalistic capabilities. The identified capabilities were approved by Minoo Company's organizational experts. Conclusion: For the distinctiveness and uniqueness of Minoo Company's human capital, it is necessary that the identified capabilities should be taken into consideration by the managers so that they can be several steps ahead of the country's food industry competitors in terms of human capital.

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