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Gaining competitive advantage through integrated talent development and engagement practices in the telecommunication sector; the mediating role of corporate image

Future Business Journal volume 10, Article number: 65 (2024) Cite this article

Abstract

The aim of the study is to investigate the influence of training in multiple functions, communication of strategy, and feedback on performance on competitive advantage while assessing the mediating role of corporate image. A cross-sectional survey design was used in this study. Three hundred and one permanent employees working in different organizations in the Ghanaian telecommunication service sector were sampled for this study. The respondents' responses were analyzed using descriptive and inferential statistics (structural equation modeling partial least squares) with the aid of IBM SPSS Statistics (Version 26.0) and Smart PLS (Version 4.0). The results revealed that training in multiple functions, communication of strategies, and feedback on performance does not significantly relate to competitive advantage. Further, the results established that corporate image mediated the relationship between both communication of strategy and training in multiple functions and competitive advantage. However, corporate image did not mediate the link between feedback on performance and competitive advantage. These results imply that human resource managers should devise strategies to rapidly respond to situations in this current, competitive and ever-changing business environment. To the best of our knowledge, studies that have explored the mediating role of corporate image in the relationship between training in multiple functions, communication of strategy, and feedback on performance and competitive advantage in the telecommunication service sector are rare.

Introduction

The emergence of information technology in the global context and its integration has made the telecommunication service sector significant in every facet of a country’s economy. The current data from the National Communications Authority (NCA) in 2020 on Mobile Network Operators (MNOs) show that MTN has the highest average voice subscriber maker share of 57.07%, and Vodafone has 20.94% indicating a marginal difference over Airtel-Tigo’s 20.25%, while Glo trails at 1.74%. While MTN still maintains the highest average data subscriber market value share of 67.78%, Airtel-Tigo has a slightly higher data subscriber market share (15.81%) than Vodafone (15.49%) with Glo having a marginal proportion of 0.92% of the market share value [2]. The situation indicates an imbalance and an apparent creation of a monopoly in the telecommunication industry that would hinder effective competition and investment in the sector making the country vulnerable to likely control by the dominant operator. As a result, in line with the mandate of the NCA of Ghana under "Test of hypotheses" section of the National Telecommunication Policy, 2005, and concerning Section 20 (10) of the Electronic Communications Act, 2008 (Act775), the Authority has declared MTN a significant Market Power as MTN controls at least 40% of the market segment [2]. This requires and has compelled the NCA to institute measures to engender competition in the sector. These measures will include a 30% asymmetrical interconnection rates for two (2) years subject to market response to benefit disadvantaged operators per the law, the setting of floor and ceiling prices on telecom services, and a review and approval of all pricing as required by law to ensure MTN’s rivals are not subject to exclusionary pricing or behavior and to ensure that the non-SMP operators are not disadvantaged by MTN’s access to information [2]. Meanwhile, an analysis of the subscriber base indicates a consistent loss and gains of subscribers. Such imminent competition in the telecommunication sector compels service providers to search for innovative strategies to survive the competition [57]. While there is a critical need for HRM to show its utility in improving organizational efficiency and effectiveness requiring the function to develop a strategic role [43], an organization’s ultimate existence may well rest on mounting and maintaining a favorable reputation as well as a recognizable image and in this sensitive business milieu [33].

The idea that HR can be developed as the basis for the achievement of an organization’s competitive advantage is not new [36, 53]. Previous theoretical and empirical research has established that integrated talent development and engagement practices have the potential to boost the performance of an organization [33, 52]. Drawing on the resource-based theory, Srivastava et al. [72] argue that having a reliable human resource is a step forward in achieving sustainable competitive advantage. Nonetheless, Cooke et al. [31], for instance, demonstrated the mechanisms through the authors' belief that integrated talent development and engagement practices can serve as a tool for achieving competitive advantage by providing practice-oriented ideas. A review of the extant literature has also revealed that competitive edge can be obtained through the interaction among integrated talent development and engagement practices and human capital, which downplays the essence of quality HR at the expense of HRM [73, 74]. This claim also explains the reasons why most organizations emphasize the essence of HR with the dearth of organizations succeeding in achieving competitive advantage through managing their human resource. Consequently, research on integrated talent development and engagement practices in the telecommunication sector has gained significant interest as stakeholders are demanding more accountability for the organization’s performance. Stakeholders including employees stress the benefit of an integrated talent development and engagement practices which eventually compels organizations to adopt strategies and systems that have the potential to achieve positive HR outcomes such as competencies, motivation, morale, and improved performance [22]. Undoubtedly, an organization can create a competitive advantage from the human resource at their disposal through effective integrated talent development and engagement practices as organizations that deploy effective integrated talent development and engagement practices can recruit and retain employees who are experienced and well-motivated to perform well.

In spite of the above, an extant review of studies on integrated talent development and engagement practices reveals that the existing literature appears to lack the prevailing view on which practices are best embraced [24, 37]. In addition, effective integrated talent development and engagement practices as a tool for competitive advantage have been studied in the telecommunication industry and other industries [4, 6, 11, 59, 61, 64]. However, dearth of studies have comprehensively examined the best integrated talent development and engagement practices in the telecommunication sector in Ghana. Also, most of the prior studies on integrated talent development and engagement practices and competitive advantage were carried out in Western countries, which tend to encourage individualistic behaviors [10, 15, 36, 41, 61, 74]. More so, to the best of our knowledge, while prior studies have discussed integrated talent development and engagement practices in broad terms, the individual and collective impacts of training in multiple functions, communication of strategy, and feedback on performance have not been widely explored in prior studies. Hence, the first objective of this study is to assess the extent to which training in multiple functions, communication of strategy, and feedback on performance relate to competitive advantage telecommunications sector.

Also, beyond examining the extent to which training in multiple functions, communication of strategy, and feedback on performance contribute to competitive advantage, it is imperative to theoretically and empirically examine the mechanism through which integrated talent development and engagement practices facilitate the achievement of competitive advantage. Even though an extensive review of the extant literature shows that intermediate variables used in previous studies involves a person-organization fit [4], organizational commitment [10], and employee satisfaction [34]. However, studies examining the role of corporate image as a mediator in the association between integrated talent development and engagement practices and competitive advantage are rare. Therefore, the study’s second objective proposes corporate image as a mediator in the relationship between integrated talent development and engagement practices and competitive advantage. This is a significant extension in the literature, given Alserhan and Al Shbail [10] claim that despite repeated recommendations to study how integrated talent development and engagement practices affect competitive advantage, there has been minimal research done in the area. Corporate image serves as a bridge, translating the internal benefits of effective HRM (like employee satisfaction and commitment) into external advantages (such as customer loyalty and stakeholder trust), thus amplifying competitive positioning in the marketplace.

This current study's findings can help deepen the appreciative relationship between integrated talent development and engagement practices and competitive advantage in the Ghanaian Telecommunication sector. Furthermore, this research contributes to the existing body of information on the problems under discussion because earlier studies focused on integrated talent development and engagement practices and competitive advantage without considering a mediating component. Consequently, due to the fact that earlier research lacked some level of comprehensiveness in that area, this work adds to the body of information on the subject that is currently available.

Literature review and hypotheses development

Resource-based view theory

The resource-based perspective examines why firms succeed or fail in the market from the inside [54]. According to Barney [18, 19], the resource-based perspective idea, the success of any organization is heavily reliant on not just any resources, but resources tend to possess certain special characteristics. Thus, resources are valuable, uncommon, unmatched, and non-substitutable [18, 19]. These resources can be human, physical, or organizational [65, 70]. According to Barney [18, 19], valuable resources are critical for every organization's efficiency and effectiveness. Uncommon resources are those resources (organizational, physical, and human) that are dearth in supply; hence, there is an imbalance in their distribution among organizations. Unmatched and non-substitutable resources are also those that are difficult to be replicated or easily replaced by other organizations. Despite widespread acceptance of the RBV theory, it is not without criticism. Accordingly, Priem and Butler [67] posit that RBV theory is not made up of a true theory. They first argue that the RBV theory is primarily tautological; thus, its basic assertion is not empirically verifiable but is true by definition. Secondly, they criticized the theory with respect to its predictive ability (thus, applicability, context, and static nature). More so, they argue that RBV primarily focuses on internal resources as the main drivers for competitive advantage, as it largely overlooks the significance of external factors, such as market dynamics, competition, technological shifts, and more, which can be equally crucial. In addition, the RBV theory tends to focus on leveraging existing resources, often sidelining the process of developing new resources. However, this current study contributes to addressing of the limitations of the RBV theory such as delving into how organizations adapt their integrated talent development and engagement practices in response to shifting competitive landscapes, thereby addressing the criticism of RBV being too static; by focusing on integrated talent development and engagement practices, the study provides clarity on human resources as valuable, rare, inimitable, and non-substitutable assets, adding depth to the understanding of resource valuation in RBV theory. While the RBV has been foundational in strategic management literature, its limitations warrant nuanced studies that bridge the gaps. The current study, by focusing on specific Integrated talent development and engagement practices and their interplay with competitive advantage through corporate image aims to expand upon the RBV theory, offering a more comprehensive, dynamic, and practical understanding of how resources drive competitiveness.

RBV indicates that the human resource of an organization can be recognized not only for its position in achieving corporate objectives but also for creating a smarter and more flexible competitive advantage over organizations with higher levels of cooperation and operations [12]. In applying the RBV theory to human resource management, the human resource at the disposal of an organization can be considered crucial resources that are similar to the resources of other organizations [55]. As such, human resources can be likened to internal resources that satisfy the RBV criteria for developing and rendering support for superior performance and competitive advantage. This is due to the fact that human resources are typically entrenched in a company's multidimensional social systems, which ensure that employees adopt special aspects of an organization that is valuable enough to obtain a competitive advantage [32]. Thus, deploying various practices to ensure that employees as resources adds value and gives the organization a competitive edge over its competitors. These practices may include recruiting exceptionally talented humans and designing appropriate and effective training programs that can give the organization a competitive advantage.

Baum [21] postulates that the resources of an organization cannot be discussed without a major focus on its human resources. This is because human resource is the most scarce and fundamental resource available to an organization in terms of a high level of knowledge and competency. According to Chakraborty and Biswas [27], the human resources of an organization play the most pivotal and prospective role in its ultimate success. Therefore, in an attempt to achieve a competitive advantage, human resources must be managed extensively and strategically. Organizations should be in-ward looking by taking advantage of their internal resources, both intellectual and human capital as a source of competitive advantage. This is because extremely valuable talent among employees, including versatility, creativity, enhanced efficiency, high performance, and private customer support, is a way for employees to provide a key ingredient in the growth of an organization's competitive positioning [9].

Integrated talent development and engagement practices

An integrated talent development and engagement practices is viewed as a collection of effective in-house strategies and procedures created and executed to ensure that a company's human capital contributes to its business objectives [35, 51, 60]. Despite the fact that there are other human resource management-related functions that might be implemented as practices, this study concentrates on three practices: training in multiple functions, communication of strategy, and feedback on performance. This is because these practices are considered to have the potential to motivate employees in addition to providing them with a certain level of security and self-esteem that leads to a competitive advantage [25]. Communication of strategy encompasses the way an organization disseminates its strategy among its employees to toughen the phases of decision-making [63]. This human resource management function can be implemented by conducting regular workshops where top management discusses strategic objectives with middle management and key staff, creating strategy documents or manuals that are made accessible to all employees; using communication tools like newsletters, intranet portals, or town hall meetings to update employees on strategic shifts or focal points, setting up platforms where employees can clarify doubts, offer suggestions, or discuss the strategic direction; and ensuring that performance reviews, trainings, and even recruitment align with the communicated strategy. This approach ensures that a strategy is in place to attain the long-term goals for which the organization that was established and is communicated to the employees.

Training in multiple functions on the other hand refers to the practice of training employees in various roles or responsibilities beyond their primary job function, as this approach broadens employees' skill sets, making them more versatile, adaptable, and better equipped to understand the broader operations of the organization [58]. In this study, the concept training in multiple functions is conceptualized as designing structured programs where employees from one department are trained in the tasks of another department, periodically moving employees between different roles or departments, as this exposes them to various facets of the organization and helps them understand the interconnectedness of functions; encouraging employees to participate in projects that require collaboration across multiple departments, as this his provides hands-on experience and exposure to different functions; pairing employees with mentors from different functions, as this allows employees to gain insights and learnings from diverse areas within the organization. This HRM practice does not only strengthens organizational resilience but also fosters a culture of continuous learning and adaptability among employees. Feedback on performance is the systematic process where employees receive information about their work outputs, behaviors, or processes [30]. In this current study, feedback on performance is operationalized as holding regular (e.g., annual, semi-annual, or quarterly) performance discussions between managers and their direct reports, gathering feedback from an employee's subordinates, peers, and superiors for a holistic view of performance; utilizing platforms or software that allow for real-time feedback from peers and managers, encouraging employees to self-reflect and evaluate their performance against set benchmarks or objectives; and providing feedback not just to evaluate, but also to guide employees on potential areas for growth and learning. The goal is to reinforce positive behaviors and rectify or improve areas of concern, ensuring alignment with organizational objectives.

An integrated talent development and engagement practices and competitive advantage

The primary significance of the integrated talent development and engagement practices in achieving competitive advantage for organizational efficiency and effectiveness has become a key research agenda [50]. As a result, numerous studies have been conducted to determine the extent of their relatedness. For instance, Ahmed and Siddiqui [3] observed that, integrated talent development and engagement practices of an organization can be a key source of competitive advantage through cost leadership and product differentiation. More so, Alajmi et al. [4] demonstrated that human resource management strategies have a strong positive impact on competitive advantage. Similarly, scholars have considered the practice of HRM essential to achieving a competitive advantage, as allows many firms to prioritize their most valuable human capital [28, 50] (López-Gamero et al. 2023). Moreover, Elrehail et al. [34] point out that the competitive advantage earned through integrated talent development and engagement practices is more reliable than that gained through other human resource management practices. Likewise, Bailey et al. [17] contend that there is a link between HR practices and competitive advantage, as they require a flexible staff that can swiftly settle client complaints on the spot without too much conversation and discussion with their superiors.

Drawing on the RBV theory, competitive advantage comes from implementing strategies that leverage internal powers, adapting to environmental opportunities, combating external challenges, and avoiding internal vulnerabilities. The resource-based vision of the company makes it clear that key human capital is a source of competitive advantage. This makes HR practices relevant because they enable organizations to think more clearly about the quality of the skills of their workforce at various levels and the quality of the motivational environment to be developed and sustained to keep the workforce satisfied. Thus, improving the adoption of effective integrated talent development and engagement practices is the greatest method to acquire a competitive advantage. Given this, we hypothesize that:

  • H1a Communication of strategy positively and significantly relate to competitive advantage.

  • H1b Feedback on performance positively and significantly relate to competitive advantage.

  • H1c Training in multiple functions positively and significantly relate to competitive advantage.

Mediating role of corporate image

According to prior investigations into corporate image, scholars do not share a common understanding of the construct's meaning or how it should be operationalized [5, 7]. Despite this, corporate image can be defined in a variety of ways, and these definitions change based on the field in which the research is going to be applied [23]. In light of this, the goal of this study was to evaluate the corporate image of various telecommunications businesses using the definition of service industries provided by Walters and Paul [75], who emphasized the importance of the customer perspective. According to the author, the image of an organization is comprised of three different aspects, the image of the institution, which relates to consumers' overall view of an organization’s participation in social undertakings; the functional image, which also refers to the general consumer view of an organization’s services, tactics, effectiveness and commodities, which encompass the overall insight of consumers of the integrity, quality, or usefulness of an organization’s products or services. Moreover, scholars posit that a positive organizational image can help attract investors, boost consumer trust, lower the risk of volatility, and raise customer satisfaction, loyalty, and purchasing intentions, ultimately leading to an increase in earnings and sales [20, 45].

The need to examine potential mechanisms through which integrated talent development and engagement practices can lead to competitive advantage is noted in the literature [48]. Although dearth of studies have explored the relationship between integrated talent development and engagement practices and corporate image, available pieces of evidence in the literature suggest that this relationship exists. For instance, Al Kerdawy [8] revealed that integrated talent development and engagement practices have a significant impact on corporate image. Likewise, Younis and Hammad [78] contend that effective integrated talent development and engagement practices could be helpful not only in attracting and retaining employees but also in predicting corporate image. Generally, firms that have a good corporate image tend to influence organizational identification and other individual outcomes [14, 71]. Thus, when organizations develop a good corporate image, they can establish trust, confidence, loyalty, and superb client relationships as well as provide a strong sense of security to employees, customers, and other stakeholders. More so, scholars on the other hand postulate that organizations can project an effective corporate image by establishing sturdy and reassuring relationships with their stakeholders such as employees as well as apprehending the various needs of the employees [29, 76, 79]. Moreover, Okoisama et al. [62] found that there is a substantial association between a company's corporate image and its competitive advantage.

Drawing on the RBV theory and the pieces of evidence espoused in the extant literature, the researchers posit that when these integrated talent development and engagement practices are effectively implemented can aid in developing a company's human capital. This, in turn, can shape and enhance the corporate image, a valuable intangible resource that can provide differentiation and competitive advantage. Also, within the context of the RBV theory, corporate image emerges as an invaluable and intangible resource, as this resource, which is promulgated by effective integrated talent development and engagement practices, offers firms a distinctive edge that can't be easily replicated by competitors. This suggests that corporate image may serve as a link for improving a company's competitive advantage through an integrated talent development and engagement practices. Given this, we hypothesize that;

  • H2a Corporate image mediates the relationship between communication of strategy and competitive advantage.

  • H2b Corporate image mediates the relationship between feedback on performance and competitive advantage.

  • H2c Corporate image mediates the relationship between training in multiple functions and competitive advantage.

Conceptual framework

See Fig. 1.

Fig. 1
figure 1

Conceptual framework. Source(s): Authors’ Construct (2023)

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Methods

Research design, sample, and procedure

The underpinning research design for this study was a cross-sectional survey approach. This study gathered information from workers in Ghana's telecommunications sector, which is one of the most advanced in Africa when compared to other regions. Also, the sector contains a wide-range population of mobile phone users with varied socioeconomic backgrounds and therefore attention would be centered on employees who are familiar with the HRM practice in the sector and how it tends to create competitive advantage. The study specifically targeted employees operating in this telecommunication service provider in Ghana. In total, 305 surveys were personally handed to employees, with 301 valid questionnaires (98.7%) recovered and examined. The purpose of collecting data from these main service providers was to get perspectives from various employees in the sector on how an integrated talent development and engagement practice might assist generate a competitive advantage and also to permit generalization of the results.

In addressing the issue of ethical consideration, all the participants in the study, especially those who participated as responders were scrupulously protected. Furthermore, the consent of respondents was sought albeit verbally before enrolling them in the study. The participants were also told that participation in the study was voluntary and that they could leave at any time. We also took the ethical standards of anonymity and confidentiality into account.

Measures

Integrated talent development and engagement practices were measured using a scale adapted from Şendoğdu et al. [69]. The scale was measured on three dimensions, namely communication of strategy (four items), feedback on performance (four items), and training in multiple functions (five items). Corporate image. Numerous researchers have considered corporate image as a single dimension, while others see it as a multidimensional construct comprised of various characteristics such as social, credibility, responsibility, and reputation [46, 56]. However, in our study corporate image was measured as a single construct [1, 26]. Competitive advantage was measured using scales adapted from Attiany [13], Porter and Miller [66], and Schuler and Jackson [68]. A five-point Likert scale ranging from 1 "Strongly Disagree" to 5 "Strongly Agree" was employed to anchor the responses of the respondents.

Data analysis

The data retrieved from the respondents were analyzed using descriptive and inferential statistics (structural equation modeling partial least squares) with the aid of IBM SPSS Statistics (Version 26.0) and Smart PLS 4.0. The IBM SPSS Statistics (Version 26.0) aided in analyzing demographic characteristics of the respondents, mean standard deviation, skewness, and kurtosis. The two-step modeling approach, which entails performing a confirmatory factor analysis to evaluate the distinctiveness of the constructs [44], and the structural model was used to test the hypothesized relationship between the construct with the aid of Smart PLS (Version 4.0) (Table 1).

Table 1 Demographic characteristics of respondents
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Results

The results in Table 2 revealed that the values for Cronbach alpha and composite reliability were above the acceptable threshold of 0.70 [39]. Also, the average variance extracted values were above 0.50 [39]. More so, the results revealed that the factor loadings were more than 0.70 [40]. The discriminant validity of the latent variables in this study was assessed using Fornell–Larcker and heterotrait–monotrait (HTMT) ratio criteria. According to Fornell and Larcker’s (1981) criteria, the inter-correlations of the variables should be less than the square root of the average variance extract (AVE). This claim is thus supported by the results revealed in Table 3. Following Henseler et al.’s [42] HTMT0.85 criterion that values that are less than 0.85 are acceptable, discriminant validity was further confirmed. This is because the values as reported in Table 3 are less than the recommended threshold.

Table 2 Reliability and validity of study constructs
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Table 3 Discriminant validity among study constructs
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Correlations among study constructs

The results in Table 4 show that training in many functions positively and significantly correlates with competitive image (r = 0.459, p < 0.01) and competitive advantage (r = 0.474). Also, the results revealed that communication of strategy positively and significantly relates with corporate image (r = 0.682, p < 0.01) and (r = 0.597, p < 0.01). More so, the results revealed that feedback on performance positively and significantly relates with corporate image (r = 0.461, p < 0.01) and competitive advantage (r = 0.359). Similarly, the results revealed that corporate image positively and significantly correlates with competitive advantage (r = 0.861, p < 0.01).

Table 4 Correlation among study construct
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Structural model results

The evaluation of the adequacy of our study model involved the estimation of NFI and SRMR. The values presented in Table 6 demonstrate that the study model exhibits a satisfactory level of fit, as indicated by the fit index values falling within the acceptable threshold recommended by Bagozzi and Yi [16]. The evaluation of our research model's prediction effectiveness was also conducted using Stone-Q Geisser's square (Q2) values. Values that are less than zero indicate a deficiency in the predictive significance of the study model. Scores above zero in Q2, though, demonstrate the predictive utility of the study model. The statistics shown in Table 6 indicate that all of the Q2 values are above zero, suggesting that the study model had predictive ability.

Training in multiple functions, feedback on performance, and communication of strategy accounted for 41.7% of the variance in corporate image (see Fig. 2). Also, training in multiple functions, feedback on performance, and communication of strategy together with corporate image accounted for 75.3% of the variance in competitive advantage (see Fig. 2).

Fig. 2
figure 2

Source: Author’s Own Construct (2023)

Final standardized loadings (CFA).

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Also, effect size was examined to evaluate the strength of the correlations between latent variables [77]. Effect size (f2) values of 0.02, > 0.15, and > 0.35 imply small, moderate, and large effect sizes (f2), respectively [38]. The results in Table 5 depict the f2 values are moderate and large.

Table 5 Effect size
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Test of hypotheses

Contrary to our expectation training in multiple functions (TMF → CA: β = 0.117, t = 1.420, p > 0.05), communication of strategy (CoS → CA: β = − 0.041, t = 0.543, p > 0.05), and feedback on performance (FoP → CA: β = 0.134, t = 1.523, p < 0.05) were found not to significantly predict competitive advantage lending no support to H1a, H1b, and H1c of this study.

However, the primary focus of this study was to examine the mediating effects of corporate image in the relationship between integrated talent development and engagement practices (training in multiple functions, communication of strategy, and feedback on performance) and competitive advantage. Therefore, Mackinnon et al.’s [49] criteria for testing mediating was followed using Smart PLS 4.0. Results of the direct effects of training in multiple functions (TMF → CI: β = 0.192, t = 2.137, p < 0.05) and feedback on performance (FoP → CI: β = 0.397, t = 3.685, p < 0.001) on corporate image were all significant. However, the effect of communication of strategy (CoS → CI: β = 0.173, t = 1.689, p > 0.05) on corporate image was not significant. Equally significant is the fact that the nexus between corporate image and competitive advantage (CI → CA: β = 0.738, t = 9.777, p < 0.001) was significant. Hence, the second condition of testing mediation was supported. Furthermore, to estimate the indirect effect of integrated talent development and engagement practices (training in multiple functions, communication of strategy, and feedback on performance) on competitive advantage through the mediating variable, we conducted a bias-corrected bootstrapping analysis at 95% CI as reiterated above. As shown in Table 6, the bootstrap results confirm the existence of positive and significant mediating effects of corporate image between training in multiple functions and competitive advantage (TMF → CI → CA: β = 0.141, t = 2.026, p < 0.05) and feedback on performance and competitive advantage (FoP → CI → CA: β = 0.293, t = 3.934, p < 0.001), indicating support for H1b and H1c. However, we found no support for the indirect effect of corporate image in the nexus between communication of strategy and competitive advantage (CoS → CI → CA: β = 0.127, t = 1.614, p > 0.05), indicating no support for H1a. Finally, the direct effect of training in multiple functions, feedback on performance, and communication of strategy on competitive advantage as shown in Table 6 reveals that corporate image partially mediated the nexus between both training in multiple functions and feedback on performance and competitive advantage.

Table 6 Structural model results
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Discussion

Our study focused on examining the influence of integrated talent development and engagement practices (training in multiple functions, communication of strategy, and feedback on performance) on competitive advantage while assessing the mediating role of corporate image. Organizations in the telecommunication sector, which is not different from any other business organization, face tremendous challenges in this current volatile, uncertain and ambiguous business environment. These challenges range from mergers and acquisitions of firms to persistent changes in the labor market, both local and international, and international competition. The Ghanaian telecommunication sector is, however, not exempted from these challenges. Moreover, the nature of the business environment in Ghana makes this present study significant.

Our study’s results showed that training in multiple functions, communication of strategy, and feedback on performance did not significantly relate with competitive advantage, indicating no support for H1a, H1b, and H1c. This could mean that these integrated talent development and engagement practices were not effectively aligned with the specific needs and challenges of the Ghanaian telecommunication industry, hence not aiding in the achievement of competitive advantage. It is could also be explained that the actual implementation of the integrated talent development and engagement practices may have been flawed. For instance, training programs might not have been effectively designed and executed, communication of strategy might have been unclear or inconsistent, or feedback on performance might not have been constructive or timely. More so, competitive advantage in the telecommunication industry can be influenced by a multitude of external factors, such as regulatory changes, technological advancements, and market dynamics. These external factors could have had a more significant impact on competitive advantage than the integrated talent development and engagement practices under study. In furtherance, these findings support earlier studies that claimed there was no consensus in the literature regarding how an integrated talent development and engagement practices would give an organization a competitive edge [47]. However, earlier studies have demonstrated that HRM practice can be utilized as a tool to gain a competitive edge [4, 24, 28, 50]. This means that firms in the Ghanaian telecommunication sector can explore other integrated talent development and engagement practices that will allow them to gain a competitive edge.

The prediction that corporate image mediates the relationship between both training in multiple functions and feedback on performance and corporate image was met, hence indicating support for H2b and H2c. However, the prediction that corporate image mediates the relationship between communication of strategy and corporate image was not met, hence indicating non-support for H2a of this study. These results suggest that training in multiple functions and feedback on performance might have an indirect influence on the competitive image through corporate image. One possible reason for not finding mediation in the case of communication of strategy is measurement-related. It is possible that the measures used to assess communication of strategy and corporate image were not sensitive enough to capture the potential mediating effect. These findings support the findings of Al Kerdawy [8], Azam and Qureshi [14] and Sriviboon [71] assertion that an integrated talent development and engagement practices could be helpful not only in attracting and retaining employees but also help in achieving competitive advantage through corporate image. Generally, organizations that tend to have a good corporate image influence organizational identification and other individual outcomes. Thus, when these organizations develop a good corporate image, they can establish trust, confidence, and loyalty which then can serve as a means through which organizations can achieve competitive advantage through an integrated talent development and engagement practices [29, 76, 79].

Implications for practice

The contribution of an integrated talent development and engagement practices for gaining a competitive advantage through the corporate image in the telecommunication sector in Ghana cannot be underestimated. The study's conclusions have a wide range of practical ramifications. It emphasizes the important roles played by human resource management practices in achieving the many advantages of corporate image and competitive advantage. The extant literature indicates that telecommunication firms that tend to undertake effective human resource management practices can enhance the core competencies of their employees and perform better to achieve competitive advantage [4, 24]. This means human resource managers should undertake human resource management practices that are effective and motivating enough to boost the morale of the employees to facilitate the tendency of an organization to enhance its corporate image and achieve a competitive advantage. Furthermore, human resource management practices in the sector should be developed based on the mission, vision, and core values of the organization so that the interaction and behaviors of employees can make them work extra harder to respond to immediate customer problems. Moreover, consistent assessment and audit of the integrated talent development and engagement practices are essential among institutions within the sector. This can be attained through periodical human resource audits to identify deficiencies in practices to ensure that timely corrective actions are taken to curtail the problems that may be associated with the problems identified. Therefore, to achieve a competitive advantage, human resource managers and practitioners should design and possibly redesign human resource management practices to offer employees empowerment and autonomy. It is also crucial to remember that direct managers and supervisors are responsible for ensuring the successful application of HRM procedures. Adopting human resource management practices that promote job autonomy and employee empowerment helps to achieve competitive advantage and also has the potential for business success and efficacy.

Limitations and directions for future studies

Despite the fact that the study increases the understanding of the relationship between human resource management practice (training in multiple functions, communication of strategy, and feedback on performance), corporate image, and competitive advantage in the telecommunication sector in Ghana, the results of the study should be taken as tentative given the cross-sectional nature of the data used. Also, the study focused on the Ghanaian telecommunication sector, thus making this study a one-sector study. To respond to this limitation, a comparative and multi-sector could be done to further provide nuances on the relationship between human resource management practice (training in multiple functions, communication of strategy, and feedback on performance) and competitive advantage through corporate image. Also, authors of future studies could adopt experimental and longitudinal research to confirm the underlying path examined in this study. Finally, corporate image was used in this study as the only mediating variable, further studies can examine other mechanisms through which human resource management practice (training in multiple functions, communication of strategy, and feedback on performance) affect competitive advantage to confirm the results of this current study.

Conclusion

To conclude, an integrated talent development and engagement practices, competitive advantage, and corporate image are assumed as important constructs in the Ghanaian telecommunication industry. The findings of this study demonstrated that an integrated talent development and engagement practices (i.e., training in multiple functions, communication of strategy, and feedback on performance) have no impact on firms' ability to compete in the Ghanaian telecommunications sector. In addition, the study also investigated the mechanism through which the integrated talent development and engagement practices (training in multiple functions, communication of strategy, and feedback on performance) lead to competitive advantage. Contrary to our expectation, the results revealed that corporate image does not mediate the relationship between communication of strategy as a human resource practice and competitive advantage. However, the results also revealed that feedback on performance and training in multiple functions as practices in human resource management have a profoundly favorable impact on competitive advantage through corporate image in the Ghanaian telecommunication industry. Generally, this study has delivered significant insight into the understanding of the effects of integrated talent development and engagement practices on competitive advantage through corporate image. It is, however, the expectation of the authors that the findings of this study can bring numerous benefits to HRM professionals, especially in the Ghanaian telecommunication sector. In addition, the findings of this study call for a pragmatic approach to adopting integrated talent development and engagement practices that help to achieve competitive advantage in the Ghanaian telecommunication sector as well as sub-Saharan Africa as a whole.

Availability of data and materials

All data generated or analyzed during this study are included in this published article.

Abbreviations

HRM:

Human resource management

HR:

Human resource

CoS:

Communication of strategy

CA:

Competitive advantage

TMF:

Training in multiple functions

FoP:

Feedback on performance

CI:

Corporate image

CR:

Composite reliability

AVE:

Average variance extracted

NFI:

Normed fit index

SRMR:

Standardized root mean square residual

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Acknowledgements

The authors would like to acknowledge the support of the respondents who devoted time to fill and return the questionnaires sent to them.

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Authors and Affiliations

  1. University of Education, Winneba, Ghana

    Kwame Owusu Boakye, Isaac Nyarko Adu & Evelyn Twumasi

  2. University of Ghana Business School, Accra, Ghana

    Michael Kyei-Frimpong

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KOB wrote the introduction as well as read and approved the final manuscript. INA analyzed and interpreted the results as well as read and approved the final manuscript. MKF was in charge of the methods and discussion aspect of the manuscript as well as read and approved the final manuscript. ET was in charge of the conclusion aspect of the manuscript as well as arranging and thoroughly proof-reading the manuscript for final approval of the manuscript.

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Boakye, K.O., Adu, I.N., Kyei-Frimpong, M. et al. Gaining competitive advantage through integrated talent development and engagement practices in the telecommunication sector; the mediating role of corporate image. Futur Bus J 10, 65 (2024). https://doi.org/10.1186/s43093-024-00344-2

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