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The transfer of knowledge and the retention of expertise: The continuing need for global assignments
Abstract
With ongoing globalisation, organisations are increasingly confronted with worldwide competition. In order to build and sustain their competitive advantage, the knowledge and expertise of an organisation’s staff needs to be seen as a critical strategic resource. This paper presents a general overview of knowledge management and discusses the transfer of knowledge and expertise throughout organisations operating on a global scale. A particular emphasis is placed on the importance of global assignments in transferring knowledge and furthermore on the implications for HRM practices to ensure the successful and effective retention of expertise. Practical examples are presented from Robert Bosch AG, a German multinational organisation and its Australian subsidiary. In this paper, the term “expatriate” is used, however the importance of host country nationals as well as third country nationals should not be ignored in the effective transfer of knowledge and the retention of expertise.
... Expert knowledge can complement and enhance data-driven approaches with information that is difficult to obtain by a pure data-driven approach. Furthermore, expert knowledge has the potential to provide deep insights about a phenomenon of interest, drawn from the experiences and contexts of experts [10], as well as mitigate challenges of data-driven DT model extractions, such as lack of available data [11]. Consequently, the fusion of data and expert knowledge can lead to a reduction of required time and effort in the context of DTs [12]. ...
... The Knowledge Hierarchy locates data at the bottom and knowledge on the second highest level only topped by wisdom. Additionally, the information level separates the data level from the knowledge level [10]. Due to the different levels, data and knowledge need to be processed and analyzed differently [12]. ...
... In the following, we derive and discuss a selection of three key opportunities evolving from the fusion of expert knowledge with data-driven DT model extraction approaches. DTs can be positively influenced by integrating available expert knowledge [10]. The key opportunities show different enhancements of DTs that can be unfolded with the integration of expert knowledge, which is potentially not contained in the data. ...
Data-driven Digital Twin approaches have gained popularity in research literature, particularly in relation to Industry 4.0 achievements. Data-driven Digital Twins process widely available real-time data in an automated manner to extract models from various systems of interest. However, these model extraction approaches commonly lack systematic integration of expert knowledge from human experts, such as engineers. Combining valuable expert knowledge with data-driven model extraction approaches is a highly complex task that can significantly contribute to more accurate models within shorter time periods. In this paper, we provide a comprehensive overview of the research done on fusion of data and expert knowledge for Digital Twins to identify and describe the current gap. Resulting from our findings, we propose an initial framework for integrating expert knowledge and data for Digital Twin model extraction. Subsequently, we provide an overview of the main challenges and opportunities in fusing data and expert knowledge in the context of Digital Twins.
... So, knowledge is contained in instruments and presented in conversations, procedures, rules, and exercises. Likewise, Bender and Fish (2000) determined that knowledge is real information, delineations, or talents gained across experience, training, or studying experience. As shown, many studies have various theories of knowledge, on another way all studies have the same establishment: knowledge covers information and skills which human beings gain. ...
... As shown, many studies have various theories of knowledge, on another way all studies have the same establishment: knowledge covers information and skills which human beings gain. The knowledge and skills can keep in the sample of details, learning, knowledge gained from training, or experience gained from practice (Bender and Fish, 2000). ...
... In particular, one of the most important focuses of these efforts is the investigation of how the implementation of AI affects the dynamics of the labor market and employment (Acemoglu and Lelarge, 2020). When small and medium-sized enterprises align and validate their digital and operational strategies, it improves their HRM, creates more effective teams, and ultimately builds their legacy (Bender and Fish, 2000). For instance, HR strategies that aid firms in tackling competitive technology issues impacting their goods or services and the development of scalable, agile workforces are two areas where HR scholars have emphasized the function's critical importance (Biron et al., 2021). ...
The integration of Artificial Intelligence (AI) in Human Resource Management (HRM) has garnered significant attention due to its potential to revolutionize decision-making, streamline operations, enhance employee engagement, and improve overall organizational efficiency. This study aims to explore the benefits of incorporating AI technologies into HRM processes and to provide insights into the impact of intelligent automation on workplace outcomes. A systematic review methodology was employed, drawing data from prominent databases such as Web of Science, Elsevier, and Google Scholar. Initially identifying 150 records, a rigorous screening process resulted in the exclusion of 94 records based on predefined eligibility criteria. Subsequently, 24 reports were assessed for eligibility, revealing key themes related to the integration of AI in HRM. The findings highlight the importance of leveraging AI to enhance performance management, planning, decision-making agility, and employee development. The study underscores the need for a cohesive framework that positions HRM as a key player in bridging the gap between AI implementation and workplace outcomes. Further research is recommended to address gaps in understanding the interconnected nature of AI implementation and its implications for organizational success.
... There are three aspects of higher order thinking skills (HOTS) in guidebook published by the Indonesian Ministry of Education and Culture (Kemendikbud) namely transfer of knowledge, critical and creative thinking, and problem solving (Ariyana et al., 2018;Hartini & Martin, 2020;Panggabean et al., 2022). Of these three aspects, transfer of knowledge is a keyword that seems new compared to the other two, the term transfer of knowledge is more often used in the fields of business economics, management, humanities, and information systems, each of which even has a different meaning (Bender & Fish, 2000;Huber, 2001;von Malmborg, 2004). Meanwhile, articles in educational journals more often use the keyword "transfer" in the title and content of the article. ...
The purpose of this study is to examine high school students' higher order thinking skills (HOTS) in relation to the transfer aspect in order to give a general picture of how far the transfer aspect has come, at least since it was included in the 2013 curriculum. Five questions on linear motion from the Physics subject make up the HOTS oriented research instrument. The research instrument used is a HOTS-oriented test consisting of 5 questions on linear motion from the Physics subject. The results stated that 47% of students succeeded in transferring from C1 to C4 and factual to metacognitive in question number 1. Then there were 10% of students who succeeded in transferring from C1 to C4 and factual to metacognitive in question number 2. Unfortunately, none of the students succeeded in answering questions number 3 (C4), number 4 (C5) and number 5 (C6) correctly. Students' failure to transfer their cognitive and knowledge is divided into several factors, namely lack of factual knowledge, lack of conceptual knowledge, lack of mathematical ability, not being used to using units in problem solving and not being familiar to HOTS questions.
... An analogy of knowledge management (KM) studies has shown that KM is a re-branding of information management giving a new-emerging science in the field of librarianship which has to do with the management of explicit and tacit knowledge (Skyrme and Amidon, 1997), that involves capturing, organising and disseminating that knowledge within an organisation (Bender and Fish, 2000). Based on Jantz (2001: 3), knowledge management is primarily a business activity that contributes to profits, improves return on investment, or some other qualitative measure of business value. ...
It has been fascinating to watch libraries evolve through time and space, remaining buoyant in the face of seismic shifts. In spite of predictions to the contrary, libraries have survived the growing power of digital connectivity, proving themselves as titlist geniuses of technological advancement. Libraries are proving the validity of Shiyali Ramamrita Ranganathan's (1892-1972) fifth law of the library (that the library is a growing organism), as evidenced by the innovative ways they have managed change. This book places libraries and related institutions on an intellectual pedestal and examines their methods of survival regarding technological progress. The book makes a valuable contribution to the field of library and information science.
... EK has the potential to complement and support data-driven DT model extractions with valuable information and, thus, enable better-informed DT models. In contrast to data-driven extractions, experts, such as engineers, have the capability to set the system in context and use their experience to understand and interpret certain events of interest (Bender and Fish 2000). Therefore, an expert can simply know the missing information about relevant events and behaviors of a given system. ...
Integrating expert knowledge in data-driven Digital Twins can lead to better-informed underlying models. Achieving systematic integration, however, remains a complex challenge. In this study, we propose an initial approach for hybrid model extraction by systematically fusing expert knowledge statements with Internet of Things data from manufacturing systems, such as event and state logs. We outline two main strategies to facilitate the fusion of data and expert knowledge in a systematic way. We, furthermore, present a case study in reliability assessment of manufacturing systems showcasing our methodology within this specific domain. Using our four fusion algorithms, we automatically extract reliability models from both data and expert knowledge statements. Finally, we conduct a comprehensive analysis of the results and draw conclusions regarding the efficacy of the fusion algorithms for Digital Twin model extractions.
... Projects often involve workers from many organizational levels and crosssectional flows within the structure of a company and its subsidiaries, according to Blackler (1995) and Koskinen (2003). The majority of knowledge, according to Nonaka and Takeuchi (1995), Alavi and Leidner (2001), and Bender and Fish (2000), is created, communicated, and transferred across projects. As a result, information transfer becomes easier to see and comprehend, and the validity of the research is guaranteed (Alias et al, 2008b). ...
With the rise in multinational corporations (MNCs), there is a greater need than ever to comprehend how parent businesses oversee their subsidiaries' activities and impart knowledge to them. Japanese businesses have led the way in this area, implementing techniques like the Toyota Production System (TPS) to transfer the Japanese manufacturing ethos and uphold quality and control in their foreign operations. While there has been much discussion about the process of transferring Japanese manufacturing capabilities, little is known about how these methods are really acquired and integrated into the operations of the subsidiaries that are expected to employ them. This article looks at the parent company's perspective on the transfer of manufacturing knowledge to the subsidiary. Thus, a comprehensive qualitative study was conducted in the Japanese multinational's subsidiary, encompassing three major manufacturing initiatives (or philosophies): "TPS," "TPM," and "TS." Case data was gathered through 52 in-depth interviews with project participants, documentation, and moderate-participant observations. By using the subsidiary's procedures, the formation of the entire process, and most importantly the utilization and development of episodes in snapshots to understand the process adds to our understanding of knowledge transfer. This article further elaborates how replication is a major element in episodic knowledge transfer.
... According to Blackler (1995) and Koskinen (2003), projects frequently involve people from many organizational levels as well as cross-sectional flows inside a company's structure and subsidiaries. Nonaka and Takeuchi (1995), Alavi and Leidner (2001), and Bender and Fish (2000) argue that the bulk of knowledge is created, shared, and transferred across projects. As a result, information transfer is easier to perceive and understand, and the research's validity is ensured (Alias et al, 2008b). ...
With the advent of multinational corporations (MNCs), it is more important than ever to understand how parent companies oversee their subsidiaries' activities and transfer knowledge to them. Japanese corporations have led the way in this field, employing approaches such as the Toyota Production System (TPS) to transfer the Japanese manufacturing ethos while maintaining quality and control in their international operations. While much has been said about the process of transferring Japanese manufacturing capabilities, little is understood about how these processes. Thus, a complete qualitative investigation was done in the Japanese multinational's subsidiary, which included three significant manufacturing initiatives (or philosophies): "TPS," "TPM," and "TS." Case data were acquired using 52 in-depth interviews with project participants, documentation, and moderate-participant observations. Using the subsidiary's procedures, forming the complete process, and, most importantly, utilizing and developing episodes in snapshots to comprehend the process, we gain a better grasp of knowledge transfer. This article further elaborates how adaptation is a major element in episodic knowledge transfer.
... Knowledge utilization prompts changes in behavior, practices, and policies, transforming knowledge from potential to dynamic capability (Mills & Smith, 2011). When applied to products, services, and problem-solving, knowledge enhances organizational value and performance (Bender & Fish, 2000;Cohen & Levinthal, 1990). Effective knowledge utilization empowers organizations with dynamic capabilities to respond to challenges and opportunities. ...
This exploratory study delves into three private international schools' knowledge management (KM) practices amidst the Covid-19 pandemic. Utilizing Gold et al.’s KM framework, the research examines the applicability of this model in the unique industrial context of international schools and explores the potential influence of KM on organizational performance within this context. The findings highlight that teachers proficient in articulating KM processes and infrastructure perceive their schools as more successful in the international education landscape. As schools transition back to in-person learning, leaders and stakeholders are urged to evaluate their KM practices and consider targeted initiatives to cultivate specific competencies, fostering a sustainable competitive advantage and enhancing both financial and non-financial firm performance. This study’s originality lies in examining KM practices in international schools during the pandemic, stimulating conversations among school leaders and stakeholders to optimize knowledge management in the post-pandemic era.
... Ordinarily, data are always in structured form, factual, and often times numeric, and reside in database; Information is factual, but unstructured, and in numerous cases textual; knowledge is inferential, intangible, and is needed to support decision making or postulate a theory [10,11]. [1] Also described knowledge as actionable information which aids individuals to make better decisions and to be more innovative in their methods to a range of problem solving activities. ...
In recent years, there have been a lot of approaches employed by organizations to satisfy their customers and gain competitive advantage. Continuous development of Information System applications is also changing the ways in which businesses are conducted. From scanning barcodes at point of sale (POS) to shopping on the web, businesses are generating large volume of data about products and consumers which are being stored in different data repositories. While a lot of useful knowledge about products, sales and customers that can assist in business decisions are locked away in these databases unexploited. However, the need for organizations to survive in this dynamic business environment depends on how proactive they change these data into useful knowledge which can aid value creation. Presently, customer relationship management and marketing turn out to be the domains which have the potentials to utilize data mining techniques for decision support. This paper examines how business can improve on their performance through utilization of knowledge management (KM) and data mining (DM) applications to manage and support their strategies. Lastly, synergies and challenges of implementation of KM and DM as a tool in business are also critically analysed.
... Σχήμα 1. Η πυραμίδα της γνώσης (Bender & Fish, 2000) Τα δεδομένα μπορεί να είναι διάφορα γεγονότα ή περιστατικά ενώ για έναν οργανισμό συνήθως έχουν να κάνουν με οργανωμένους φακέλους και αρχεία με συναλλαγές (Beckam, 1999). ...
... Business success depends on employee retention, and retention strategies help companies create competitive advantages. A company's retention strategy requires resources and time and all employees are equally valuable. In order to be successful at the company, it may be essential to retain those employees who are of critical importance (Bender et. al. 2000). Even the most effective retention strategies may not succeed without an understanding of the reasons for turnover. Researchers Coetzer and Gialuiss discovered that employees leave their companies due to a variety of factors, including their relationship with management and co-workers, a lack of advancement opportunities, and stresses a ...
Aim and Background: Turnover of employees is one of the major challenges that companies worldwide face. An organization's employees are its most valuable assets, so losing them would be devastating. Employers are implementing effective retention strategies to retain their talent. As a result of high employee turnover, the sustainability and productivity of the organization will be compromised. The study examines the ways in which IT companies resources during a double-down situation in order to find out how effective the strategies are at retaining resources. Methods: The IT sector has been examined in this study. Retention Strategies in the Indian IT sector are examined to determine how they influence employee turnover. It was decided to conduct the study in retain Bangalore. Descriptive research was the research design used in this study. With the use of a questionnaire, the necessary data were collected from the employees of the IT companies in Bangalore from a sampling of 120 chosen on the basis of convenience sampling. Statistical tools were used to calculate the findings from the collected data. Results: In the study Sixty-eight percent of members are males whereas women are represented at a minimum level of 32%. The study found that rewards & recognition are positively correlated with retention. Conclusion: Retention is receiving more and more attention. Motivated workers find new methods of doing their jobs. They adhere to high standards. Productivity is higher with them. The successful adoption of new technologies requires motivated employees. It is possible to retain employees in several ways.
... Companies around the world are exposed to increasing competition as a result of advancing globalization. In this context, resource knowledge is a critical factor that must be taken into account to achieve an advantage in the market and to be able to hold one's own against the competition [2] based on the additional deep improvement of the intellectual capital [22]. The knowledge transfer process is critical regarding succession since it affects the business's survival [4]. ...
Ninety percent of family-owned small and medium-sized enterprises (SMEs) cannot survive the 3rd handover in their company history. So one idea to improve this ratio could be to think about a much-improved knowledge transfer from the predecessor to the successor. Various models for knowledge transfer have been developed in the past decades, but none were specially designed or applied in family-owned SMEs. Especially this non existing match with the special needs of family-owned businesses is the trigger for the created framework adapted to the unique needs of family-owned businesses. The framework was developed based on a preliminary study held in the summer of 2022 and will be implemented in some consulting projects in 2023.KeywordsKnowledge ManagementKnowledge TransferFamily Businesses
... Knowledge originates in the head of an individual (the mental state of having ideas, facts, concepts, data and techniques, as recorded in an individual's memory) and builds on information that is transformed and enriched by personal experience, beliefs and values with decision and action-relevant meaning. Knowledge formed by an individual could differ from knowledge possessed by another person receiving the same information [13]. ...
Higher education in developing country is in poor conditions. There were an increasing application of
electronic and web systems for education in recent years. The one way to educate people at their door step is
only possible by e-learning. To increase efficiency of these systems and improve the education, using
application of knowledge management in e-learning system. Many universities and higher education
department are emphasizing on providing education at their door step using e–learning and on-line
education. The business of academic institutions is all about knowledge. Knowledge management (KM) is
currently receiving considerable attention, from both academics and practitioners, and is being addressed by
a broad range of academic literature. In this paper we try to find out the best solution model for E-learning
based Knowledge Management System. Managing Knowledge is main concern of the any university. With the
application of Expert System, we can able to build an appropriate model of on-line education and on-line
examination system. Authenticity is always a toughest task to find out the right candidate.
Keywords: Knowledge Management, Knowledge Management System, E-Learning Structure, Knowledge
Management Strategies and Technologies
... In the trend of globalization, African nations have to maintain effective knowledge management with the assistance of relevant ICT so as to remain relevant and competitive. While the importance of physically transferring people is especially important for the cross-border transfer of knowledge and expertise, information technology and advanced communication systems serve as the necessary environment (Bender & Fish, 2000). ...
... Knowledge has been classified into documented knowledge, which is available for learning and training purposes vis a vis tacit knowledge, which is gained through experience and individual learning (Herschel et al., 2001). These characteristics of knowledge make it interesting for organizations to develop resources for retention and sharing of knowledge (Bender and Fish, 2000). Also, because tacit knowledge is entirely dependent on an individual's intellectual capability and organization's collaboration with the business entities within its market domain, organizations must make efforts to retain and nurture the knowledge base for future gains (Wiklund and Shepherd, 2003). ...
Purpose-Academic dialogue related to 'organizational performance' in strategic management has primarily centred around the industrial organization theory (IO) and resource-based view (RBV). Both perspectives, though conceptually dialectic, have served as primary competing theories governing research studies in the domain of strategic management. However, the confluence of these theoretical perspectives has not been adequately explored to advance a shared view of competitive advantage. This study aims to explore the likelihood of embedded commonalities between RBV and IO. Design/methodology/approach-A bibliometric analysis was conducted to visualize the intellectual map of studies and knowledge development encompassing these theories. This was followed by a comprehensive literature review to understand how the business environment (BE) and organizational capabilities have contributed towards attaining competitive advantage. Findings-This study established that connecting the intellectual boundaries of these theoretical perspectives would facilitate better comprehension of the processes and outcomes in organizations. Integrating the knowledge emerging out of this methodological blend, a convergence framework connecting the intellectual boundaries of both theories was presented. Practical implications-The framework that emerged from this study would help in better understanding of organizational behaviour from a dual theoretical lens. It would also motivate future studies to consider RBV and IO as complementary theories rather than the current narrative of competing theories. Social implications-This study added to the efforts to achieve equilibrium between the BE and internal capabilities of organizations so as to maximize positive social externalities. Originality/value-This study contributed to the limited attempts to leverage shared knowledge from a dual perspective using a comprehensive literature review in sequential combination with bibliometric analysis.
... Puesto que la transferencia global de conocimientos y la experiencia es un proceso de dos direcciones, la repatriación es una parte extremadamente importante de la asignación internacional. Cuando se realiza adecuadamente, el expatriado adquiere beneficios tanto personales como profesionales de su experiencia en el extranjero y la organización se enriquece de las competencias adquiridas por sus empleados (BENDER y FISH, 2000). Sin embargo, la incapacidad clara de muchas empresas para recolocar adecuadamente a sus repatriados ha llevado a la discontinuidad en las carreras del expatriado dentro de las empresas multinacionales y ha reducido el retorno de la inversión realizada por las organizaciones. ...
La imparable e incuestionable expansión de la internacionalización ha provocado que diferentes investigadores se ocupen de la gestión de Recursos Humanos Internacionales, en un intento de aminorar los problemas que la expatriación origina tanto para las empresas como para los trabajadores y sacar el máximo rendimiento de la experiencia. No obstante, tan importante como dicho proceso es el «inverso», es decir, la gestión del retorno de los expatriados toda vez concluida la asignación en el extranjero, o repatriación. Solo cuando esta etapa concluye con éxito la empresa maximizará el resultado de su inversión en capital humano internacional, al tiempo que el repatriado saca el máximo beneficio de las capacidades y habilidades adquiridas en su etapa internacional. En este trabajo pretendemos poner de manifiesto alguno de los problemas más acuciantes del proceso de repatriación, apuntando a la vez posibles soluciones de mínimo coste pero máximo rendimiento para la empresa.
... According to Blackler (1995) and Koskinen (2003), projects often involve individuals from many organisational levels and cross-sectional flows throughout the structure of an organisation and its subsidiaries. The majority of knowledge is thought to be generated, communicated, and transferred throughout projects (Nonaka and Takeuchi, 1995;Alavi and Leidner, 2001;Bender and Fish, 2000). As a result, the process of knowledge transmission may be easily seen and understood, and the research's validity is guaranteed (Alias et al., 2008b). ...
... Knowledge is a significant source of competitive advantage, which allows small businesses to become innovative and remain competitive in the market (Grant, 1996;Smith, 2001). This comes from the individual head and is built on information that is changed and developed through personal beliefs, values, education and experience (Bender and Fish, 2000;Bollinger and Smith, 2001). From a pedagogical perspective, the transfer of knowledge in the perspective of entrepreneurship education has many variations, both formally, non-formally, and informally (Fiet, 2001;Solomon, 2007;. ...
This research aims to review the direct and indirect effect of entrepreneurship education in family towards attitudes of entrepreneurship and to explain the direct and indirect effect of entrepreneurship education in family and also attitudes of entrepreneurship toward entrepreneurship motivation for the young generation on small scale family businesses in Makassar city. This research is explanatory research. There are 1.267 small scale family businesses as the population, while only 130 small scale family businesses as the sample in this research, in considerate the businesses have been running for at least 2 generations. The result of this research showed that entrepreneurship education has significant effect toward attitudes of entrepreneurship and attitudes of entrepreneurship has significant effect toward entrepreneurship motivation. Based on path analysis, the result showed entrepreneurship education has significant effect toward entrepreneurship motivation through mediating of attitudes of entrepreneurship
... there is also more practical approach to definition of knowledge, such as in the relation of datainformation-knowledge (Bureš, 2007), where knowledge might be understood as analytically formed information so that it is used for problem solving and decision making. More profound approach to knowledge may be found in knowledge hierarchy (Bender and Fish, 2000), which is extended by expertise, or know-how. Data is defined as mere numbers, or facts. ...
When companies decide to promote their workers, one of the options for the latter is training. Based on game theory concepts, this paper derives a threshold that determines the conditions under which a firm can promote an employee; threshold identified after the worker sends a signal that he has finished his college studies. Once the threshold is deducted and from the reports on training and characteristics of the workers such as education, the result shows that companies are willing to promote the worker, as long as the additional benefits for the promotion of the worker are twice as high as the investment made. Although this paper shows a cost-benefit requirement, which could be useful for companies to identify whom to promote, the application is limited as it only considers approximate values rather than data from institutions.
... Therefore, an important step in knowledge retention is determining the critical "at risk" knowledge (Leibowitz, 2009). It can be very challenging for organisations to successfully identify and retain valuable industry and company knowledge (Durst & Wilhelm, 2013), (Massingham, 2008), (Bender & Fish, 2000), (Cattani et al., 2013) & (Giacosa et al., 2017). ...
Purpose: The purpose of this study is to identify the type of knowledge considered the most critical knowledge available in each organizational management level, as well as the knowledge at-risk in Mexican organizations by the different management levels.
Study design/methodology/approach: Data were collected by a structured questionnaire to employees of various organizations in different sectors established in Mexico, either SMEs or transnational companies established in Mexican territory. Our research includes more than 200 responses as a result of our survey.
Findings: The findings of our research highlight that strategic/critical knowledge is considered one of the most important types of knowledge an organization has, also considered as being the knowledge with higher risk to be lost. Surprisingly most of the respondents in any organizational management level didn’t consider institutional knowledge to be important, which was unexcepted since many competitive advantages are based on this knowledge.
Originality/value: There has been a lack of studies focused on the knowledge identification, transference, and leakage of the different types of knowledge the organizations have, specially the most critical and at-risk knowledge that could affect their productivity and efficiency. Therefore, our study seeks to identify the knowledge that could be at risk in each organizational management level as well as raise awareness of the knowledge that needs to be preserved in the organizations.
... Also, when used in processes and internal procedures, it then represents corporate knowledge. More profound approach to knowledge may be found in knowledge hierarchy (Bender & Fish, 2000), which is extended by expertise, or know-how. Data is defined as sheer numbers, or facts. ...
... Knowledge has been classified into documented knowledge, which is available for learning and training purposes vis a vis tacit knowledge, which is gained through experience and individual learning (Herschel et al., 2001). These characteristics of knowledge make it interesting for organizations to develop resources for retention and sharing of knowledge (Bender and Fish, 2000). Also, because tacit knowledge is entirely dependent on an individual's intellectual capability and organization's collaboration with the business entities within its market domain, organizations must make efforts to retain and nurture the knowledge base for future gains (Wiklund and Shepherd, 2003). ...
Purpose
Academic dialogue related to ‘organizational performance’ in strategic management has primarily centred around the industrial organization theory (IO) and resource-based view (RBV). Both perspectives, though conceptually dialectic, have served as primary competing theories governing research studies in the domain of strategic management. However, the confluence of these theoretical perspectives has not been adequately explored to advance a shared view of competitive advantage. This study aims to explore the likelihood of embedded commonalities between RBV and IO.
Design/methodology/approach
A bibliometric analysis was conducted to visualize the intellectual map of studies and knowledge development encompassing these theories. This was followed by a comprehensive literature review to understand how the business environment (BE) and organizational capabilities have contributed towards attaining competitive advantage.
Findings
This study established that connecting the intellectual boundaries of these theoretical perspectives would facilitate better comprehension of the processes and outcomes in organizations. Integrating the knowledge emerging out of this methodological blend, a convergence framework connecting the intellectual boundaries of both theories was presented.
Practical implications
The framework that emerged from this study would help in better understanding of organizational behaviour from a dual theoretical lens. It would also motivate future studies to consider RBV and IO as complementary theories rather than the current narrative of competing theories.
Social implications
This study added to the efforts to achieve equilibrium between the BE and internal capabilities of organizations so as to maximize positive social externalities.
Originality/value
This study contributed to the limited attempts to leverage shared knowledge from a dual perspective using a comprehensive literature review in sequential combination with bibliometric analysis.
... Increasing demands for innovation and a global knowledgebased economy have fostered the telecom sector to understand that knowledge management can be the real asset to remain competitive and ahead of competitors (Yen et al., 2021). The knowledge database must be maintained by IT specialists so that tasks can be performed effectively (Bender and Fish, 2000). The sustainability and competitive edge of the telecom sector is highly dependent on knowledge management (Alavi and Leidner, 2001). ...
Knowledge hiding has become an alarming issue for the organizations. Knowledge hiding is an employee’s intentional attempt to conceal knowledge requested by others at the workplace. Employee knowledge hiding significantly influences an organization’s effective functioning. This research is an attempt to extend previous work on antecedents of knowledge hiding. Drawing on conservation of resources theory, it is proposed that receiving poor treatment by organizations in the form of organizational dehumanization creates psychological distress among employees toward the organization. Distress among workers in turn intervenes the path and increases the likelihood of engaging in knowledge hiding behaviors. An employee’s felt obligation for constructive change (FOCC) may moderate the relationship between organizational dehumanization and employee psychological distress. Data for the current study were collected from 245 employees of the telecommunication sector in three-time lags. The results support the direct and indirect effect of organizational dehumanization on employee knowledge hiding behaviors through the mediation of psychological distress. The results also support the moderation of FOCC between organizational dehumanization and psychological distress. Furthermore, the findings of the study may help organizational practitioners and managers about the value of effective organizational climate and practices for better organizational functioning through knowledge sharing and providing insight into undesirable repercussions of organizational dehumanization. Implications for organizations and practitioners are discussed.
... In some support, prior research suggests that repatriates are unwilling to share knowledge when they perceive that the recipients will use it for their own advantage (Berthoin Antal, 2001;Bock et al., 2005). Trust also alleviates the risks associated with sharing and receiving knowledge (e.g., admitting knowledge gaps and being regarded as less knowledgeable by HQ actors) (Bender and Fish, 2000;Borgatti and Cross, 2003). At high levels of trust, the recipients (HQ actors) should also be more willing to accept the transferred knowledge from well-reintegrated repatriates at face value rather than checking its accuracy (Squire et al., 2008). ...
This paper applies a generalized exchange perspective to examine how and when reintegration in headquarters (HQ) facilitates repatriate knowledge transfer (RKT). Specifically, we theorize how the preparatory stage for repatriation – when expatriates are still abroad – enhances reintegration in HQ upon repatriation and subsequently RKT via interpersonal and career‐related pathways. For the former, we hypothesize that communication frequency with HQ actors before re‐entry enhances RKT via reintegration. We also hypothesize that communication frequency with HQ actors before re‐entry improves trust in HQ actors, which, in turn, strengthens the positive effect of reintegration on RKT. For the second pathway, we hypothesize that career and repatriate support before re‐entry increases RKT via reintegration. We also hypothesize that career and repatriate support before re‐entry enhances career satisfaction upon re‐entry, which, in turn, strengthens the positive effect of reintegration on RKT. Time‐lagged data from 129 assignees and their HQ supervisors support most of our hypotheses.
... The study, therefore, meets the criteria of originality (Philips 1992) as highlighted earlier because it carried out empirical research that has not been done before in South Africa. Smale (2008), Minbaeva (2005) and Bender and Fish (2000) have researched the connection between KM and HRM in multinational companies, the relationship between KM and HRM practices, and how they work in tandem by managing organisational knowledge loss in public utilities. However, none of these issues has been researched from a South Africa perspective. ...
State-owned enterprises (SOEs) play a significant role in the South African economy and are the key drivers for delivering on the country’s developmental mandate. Nevertheless, many SOEs are facing a phenomenon of organisational knowledge loss caused largely by an attrition of their much-needed firm-specific human resources through voluntary and involuntary turnover and a lack of retention strategies. Human resource management (HRM) departments in state-owned enterprises are failing to play their role in the knowledge management (KM) agenda despite being the custodians of firm-specific human resources. In any company, organisational tacit knowledge, as a source of sustained competitive advantage, is contingent on human resources. In SOEs, employees are sources of such knowledge. In many SOEs, this problem of organisational knowledge loss is exacerbated by a lack of knowledge management practices, the absence of organisational structures and roles dedicated to knowledge management, a silo mentality and red tape.
The purpose of the study was to develop a framework on knowledge loss reduction that integrates knowledge management and human resource management practices in the South African state-owned enterprises. This study followed a mixed methods research approach by using an exploratory sequential design. A qualitative phase was conducted first (through the interviews and document analysis of annual reports), while in the second, and quantitative phase, a survey questionnaire was used to test the knowledge and research findings revealed by the qualitative phase.
The qualitative data were collected from nine SOEs in five market sectors through the use of interviews with twenty purposively selected HR managers. The data collection phase also included the analysis of annual reports. The research findings of the qualitative phase were used to develop a survey questionnaire for testing in the quantitative phase. The survey questionnaire that was used to collect data in the second phase of the study, was distributed to 585 employees and KM practitioners in the SOE sector and had a response rate of 25%.
The study revealed that the majority of the SOEs lacked dedicated KM functions and roles in their organisational structures. The study also established that there was a serious lack of synergy between the HRM and KM practices of the few SOEs that had dedicated knowledge management function and roles in the structures. A lack of key strategies for managing and reducing organisational knowledge loss contributed to knowledge stickiness and reduced knowledge protective capacity. However, on a positive note, recruitment and training practices were found to be effective in the sourcing and development of firm-specific human and knowledge resources. Despite their shortcomings, these two practices played an important role in capacitating knowledge creation and acquisition, thus boosting knowledge-absorptive capacity in the SOEs. Nonetheless, the same cannot be said of the human resource retention practices.
The study recommends that HRM practices be aligned and integrated into KM for effective management and reduction of organisational knowledge loss. Furthermore, HRM practitioners should develop and lead strategies aimed at embedding a knowledge-centric organisational culture, structures and processes to ensure that knowledge management is fully institutionalised. In this regard, knowledge-oriented leadership is required across all levels of organisations. The study offers a framework for knowledge loss reduction as a baseline to assist SOEs with integrating their HRM and KM practices in order to reduce the dire risks associated with losing much-needed, firm-specific human and knowledge resources.
... Intense competition faced by SMEs acts as a functional obstacle in developing countries (Olawale and Garwe, 2010). In the era of globalisation, companies continue to be affected by competition around the world (Bender and Fish, 2000). According to the World Bank, and based on responses compiled from 45,000 companies in developing countries, it is found that competition from the informal sector is considered as one of the top constraints concerning SMEs (World Bank, 2013b). ...
This study presents an empirical investigation of the factors that influence the performance of small and medium enterprises (SMEs) in Yemen being an underdeveloped economy; with the help of primary data drawn from 394 enterprises in two cities of Yemen. The data collected is randomly split into two sub datasets (50% each), exploratory factor analysis is applied on the first sub dataset, and CFA and SEM tools are applied on the other sub set of data to test the relationship and effect across variables. The model presented in the study fits the data well in the Yemeni context, and exhibits the significance of legal factors, temporary factors, and managerial factors on the performance of SMEs; while, financial factors, infrastructure factors and marketing factors are found insignificant in affecting SMEs' performance. The findings of this study add to the scant literature pertaining to SMEs and their performance in least developed economies in the Middle East - Yemen in particular. Further, the proposed model would be of benefit to policy-makers, practitioners, development partners and SMEs owners and managers from perspectives of identifying the characteristics of a conducive business environment by measuring the determinants of the survival/failure of the business in such environment.
... Intense competition faced by SMEs acts as a functional obstacle in developing countries (Olawale and Garwe, 2010). In the era of globalisation, companies continue to be affected by competition around the world (Bender and Fish, 2000). According to the World Bank, and based on responses compiled from 45,000 companies in developing countries, it is found that competition from the informal sector is considered as one of the top constraints concerning SMEs (World Bank, 2013b). ...
... At the level of knowledge, individuals organize information, theories, and axioms. The human brain has the ability to transform information into knowledge, which is enriched by each person's experiences, views, beliefs, perceptions, and values [13]. Specialization is a very specific knowledge in a specific field of human knowledge. ...
The purpose of this article is to investigate how metacognition supports giftedness in leadership. In this paper, we provide a literature review of the contemporary literature. The concepts of metacognition, giftedness, and leadership seem to be interrelated. The article attempts to explore new trends in understanding giftedness and its development. Research has shown that the concept of metacognition is inextricably linked to the concept of giftedness. Metacognition has an important role in the development of individuals because it helps them to improve their cognitive and metacognitive skills. Metacognitive skills, such as monitoring, self-regulation, and awareness, are higher skills that gifted individuals process to a high degree and, through training, can improve even further. Moreover, the metacognitive skills of monitoring and adaptation can affect leadership skills. The metacognitive skills that are associated with leadership are self-awareness, regulation, and monitoring.
... The implementation of knowledge transfer practices can yield enormous benefits to organization of higher education, especially in the areas of increased customer satisfaction (Goh 2002). Knowledge transfer within the organization through peer mentoring can develops knowledge transfer skills; simplifies communication; mobilizes an army of trainer/experts throughout an organization; gives retiring employees a way to organize their experience and knowledge; lowers formal training costs; and shortens ramp-up to productivity (Bender and Fish 2000;Venter 2004). Knowledge transfer is seen as the key objective behind knowledge management initiatives with organisations keen to prevent individuals and groups for 'reinventing the wheel' (Ladd and Hemminger 2002;Newell et al 2002:150). ...
Institutions of higher learning are viewed as centres of knowledge excellence by virtue of their existence. One of the core activities of the university is to transfer knowledge through disseminating new research findings and equipping graduates with the necessary skills that are applicable in the labour market. Knowledge transfer as part of knowledge management has become a critical factor in an organization’s success and competitiveness. Improved knowledge transfer may lead to improved organisational learning. However, much emphasis in the literature has been on transferring knowledge from academic staff to students, between academic institutions and the community, and between industry and academic institutions rather than transfer of knowledge between academic staff. This paper argues that, if institutions are to improve their teaching, research and community service, they need to encourage and strengthen the engagement and participation of academics in various channels that facilitate the transfer of knowledge such as professional development programmes, mentorship, communities of practice, social networks, collaborative research teams and reflective practices. The paper examines the role of knowledge transfer in the context of higher education institutions as well as ways knowledge could be transferred between academics.
Dans l'article suivant, nous présentons un cadre explicatif au comportement de partage de connaissances en s'inscrivant dans une approche motivationnelle et culturelle. En effet, si les opiniâtretés d'établissement des pratiques de diffusion et de partage de connaissances sont se propagées ces dernières décennies, il n'en reste pas moins que certains d'entre elles se sont vouées à l'échec. Subséquemment, l'analyse de la littérature, poursuivant un la démarche hypothético-déductive, a permis d'identifier trois variables explicatives du comportement étudié, à savoir « La culture organisationnelle», « les systèmes de récompenses », «les technologies d'informations». Les hypothèses générées ont été testées auprès de 200 employés appartenant à un leader mondial dans le secteur automobile au Maroc. Les résultats de cette recherche ont mis en avant l'impact différencié des trois variables étudiées. Abstract: In the following article, we present an explanatory framework for knowledge sharing behavior within a motivational and cultural approach. Indeed, if the efforts to establish knowledge dissemination and sharing practices have spread over the last decades, some of them have failed. Subsequently, the analysis of the literature, following a hypothetical-deductive approach, allowed the identification of three explanatory variables of the studied behavior, namely "the organizational culture", "the reward systems", "the information technologies". The hypotheses generated were tested with 200 employees belonging to a world leader in the automotive sector in Morocco. The results of this research highlighted the differentiated impact of the three variables studied.
Purpose
Drawing on social exchange theory, this study aims to investigate the reciprocal relationship between an employee’s knowledge sharing and his or her coworkers’ responses to this focal contributor in terms of knowledge sharing and helping behaviors.
Design/methodology/approach
A two-wave online survey collected data from 84 respondents who provided ratings on each member on their team, representing 440 dyadic relationships. Hierarchical linear modeling analyzed the between-subjects and within-subject data simultaneously.
Findings
Employees generally reciprocate contributors’ knowledge sharing with an exact act (i.e. knowledge sharing) through the mechanism of peer respect. However, respect generated by knowledge sharing is enhanced only when the knowledge contributor is competent.
Originality/value
Research on how an employee’s knowledge sharing actually influences other members of a team is lacking. This study addresses this gap by examining responses to a team member’s knowledge sharing from a peer’s perspective. It also reveals when knowledge sharing is more pronounced in earning peer respect.
El uso de los simuladores para empoderar el éxito en el aprendizaje experiencial
ha sido de significativa importancia en la actualidad en el escenario educativo
superior. El objetivo fue establecer los aprendizajes experienciales significativos
y la incidencia que tienen los simuladores virtuales empleados con
el personal estudiantil de la Escuela de la Policía General Francisco de Paula
Santander (ECSAN). En cuanto a la metodología, el enfoque fue cualitativo,
el tipo de investigación exploratorio y documental. Se aplicó un cuestionario
en Google Forms, el cual se envió a toda la comunidad de estudiantes que
tienen relación cercana con el uso de los simuladores para que diligenciaran
la información requerida. La población objeto de la investigación fueron 272
estudiantes que corresponden a tres compañías, quienes reciben clases apoyados
en los simuladores. Como conclusión, el uso de la simulación virtual en la
ECSAN responde a los paradigmas que establece la sociedad del conocimiento
en cuanto a la innovación tecnológica en realidad virtual (RV) y su apoyo a
los escenarios educativos de aprendizaje en orden a los nuevos desafíos que
tiene la Policía Nacional de Colombia (PNC) respecto de sus procesos transformacionales
educativos.
Given that knowledge is one of the most important human resource values, the manner of its acquisition, transfer and development within an organisation is crucial. It should come as no surprise that given the link between knowledge acquisition and development in most spheres, several individuals wish to restrict their knowledge to themselves, as it gives them value in the labour market. Yet, if we inculcate knowledge sharing habits among individuals at an early age, so that they not only impart but also acquire knowledge through knowledge transfer, information acquisition can become a mutually beneficial process for both providers and acquirers. In this study, we conducted a survey among university students in Hungary to investigate how open they are about sharing their knowledge with each other and what they expect from their peers in exchange for the information they have. Data analyses showed that students' willingness to transfer knowledge and their expectations in return for the knowledge transferred are greatly influenced by their mutual relationships, but the strength of these relationships impact the rewards they expect for knowledge transfer.
Traduzir o conhecimento científico é compartilhar a experiência vivida de forma a facilitar que seja replicada. Nas teses e dissertações acadêmicas nota-se que os trabalhos baseiam-se sobretudo na parte técnica e há o potencial para serem estruturados de forma a facilitar a sua replicação. Visando a problemática, para compreender a utilização aplicada dos trabalhos de teses e dissertações, procurou-se saber como os consultores buscavam o conhecimento para iniciar suas consultorias e novos campos de atuação. O trabalho identificou os facilitadores da tradução do conhecimento científico explorando a implementação de projetos de sucesso.
Este trabajo ha sido seleccionado y ha obtenido el 1.er Premio Estudios Financieros 2005 en la Modalidad de Recursos humanos. El campo de los recursos humanos internacionales es objeto de estudio desde hace varias décadas, pero en el último cuarto del pasado siglo tanto el número como la relevancia de estos estudios han experimentado un importante crecimiento, determinado en gran parte por los efectos y cambios que en la empresa provoca la desaparición de las fronteras económicas. La mayoría de las empresas hoy día son conscientes de que el desarrollo de capacidades globales o internacionales será crítica para poder competir en el panorama empresarial futuro. Estas capacidades, además, constituyen para las empresas una fuente de ventaja competitiva. Tanto teóricos como prácticos de la Dirección Internacional de Recursos Humanos señalan que las asignaciones internacionales son la herramienta más eficaz de desarrollo de las capacidades globales. El objetivo principal de este trabajo es estudiar las asignaciones internacionales de personal en las empresas, haciendo especial hincapié en la forma en que éstas son diseñadas y dirigidas para que concluyan con éxito. Se clarifica el concepto de éxito de dichas asignaciones, los factores que lo determinan y su repercusión en la carrera profesional del expatriado. Todo ello, sin perder de vista en todo el trabajo la importancia estratégica del capital humano internacional para la empresa.
The rail system relies on the effective coordination of multiple disciplines and teams situated within an operational hierarchy to meet a single operational objective-the safe and timely movement of rail traffic. Power and status dispersals across these teams and the various roles within them impact interaction and communication. This study drew on the perceptions of network controllers, to identify organisational factors influencing power imbalances that generate authority gradients between network controllers and other team members. Network controllers (N = 55) across eight Australasian organisations engaged in interviews using the Scenario Invention Task Technique to explore perceptions of risk. Thematic analysis revealed relationships between teams were affected by: (1) the accountability mechanisms adopted by organisations; (2) the way power was vested in roles; and (3) the status attached to roles. This insight into organisational power hierarchies and the generation of authority gradients provides opportunities for understanding teamwork error.
The main subject of this chapter is the representation and management of knowledge as well as the opportunities from the development and use of knowledge retrieval applications that exploit the tools and technologies of the Semantic Web in the field of e-Government. In particular, the concepts of knowledge and knowledge management are examined in terms of the Semantic Web with an emphasis on the critical points and guidelines for their application in the public sector and in the field of e-Government. Tools and applications of Semantic Web technologies for modelling and knowledge management are presented with examples of their application in the more specialised field of e-Government. Through relevant tools and applications, e-Government specific ontology is developed, proposed and evaluated for use in terms of open data. Also, technologies and methods and algorithms for knowledge retrieval through querying ontologies using Semantic Web tools are proposed, while examples of modelling and knowledge retrieval through ontologies from the specific fields of official statistics and public sector internal audit are given.
La Gestión del Conocimiento (GC) y del Capital Intelectual (CI) Son los pilares cientificos para generar valor en las organizaciones. El objetivo de esta investigación es evidenciar cientificamente la relación entre las variables gestión del conocimiento y el capital intelectual en la Universidad Nacional de Ciencias Forestales de Honduras, UNACIFOR, desde el enfoque de la Teoría de Recursos y Capacidades. A la luz de los resultados se demuestra la relación entre la Gestión del Conocimiento y el Capital Intelectual en UNICIFOR y una fuerte correlación con el capital humano, estructural y relacional
This chapter focuses on the review of relevant literature. It contains an expanded discussion on the literature with a complete and comprehensive review of the various research studies that have been carried out in the context of the current study. The purpose of this chapter is to build a theoretical framework for the research by reviewing existing literature. It provides a thorough review of literature related to the Repatriation Adjustment and management, as an intertwined concept relying heavily on associated parameters and domains of Anticipatory Adjustment, Effective Repatriation and Acculturation with focus on Reverse Culture Shock. The literature reviewed, helps in problem definition and formulation of research hypothesis, by providing detailed insight into the research gap.KeywordsRepatriationManagementSocio-cultural and repatriation management
Les grandes entreprises évoluent dans un environnement social, climatique, économique et désormais sanitaire, complexe et incertain qui remet en cause le déterminisme mécanique et la logique cartésienne. A cela, s’ajoute une 4ème révolution industrielle. Pour survivre, elles doivent donc évoluer et accroitre leur capacité d’innovation. La majorité des études existantes se sont alors concentrées sur l’innovation technologique, négligeant la dimension non technologique de l’innovation, couramment nommée : « innovation organisationnelle ». Pourtant, cette dernière permet aux grandes entreprises de prendre en compte un ensemble de facteurs qui favorisent leur capacité d’innovation et l’ancre dans leurs routines. L’objectif est alors, grâce à une approche systémique et transdisciplinaire, d’identifier ces facteurs, que nous nommons « capacités d’Innovation Organisationnelle ». Elles regroupent les capacités dynamiques de l’entreprise ainsi que les antécédents de l’innovation organisationnelle. En effet, bien souvent l’innovation non technologique est perçue comme un concept flou et hétéroclite. Il apparait donc nécessaire de doter les entreprises de modèles, méthodes et d’outils qui permettent de rendre le concept concret et opérationnel. Néanmoins, de nos jours, la modélisation d’entreprise présente des limites pour d’une part, la représentation d’une grande entreprise que nous assimilons à un système« Organique » sociotechnique complexe et ouvert et d’autre part pour la représentation et pilotage des capacités d’Innovation Organisationnelle. Ainsi, dans le cadre d’une convention CIFRE avec l’entreprise SNCF Réseau, le laboratoire IMS de l’Université de Bordeaux et le laboratoire Icube de l’Université de Strasbourg, nous proposons un cadre conceptuel de la grande entreprise, de l’innovation organisationnelle ainsi qu’une démarche d’analyse et de préconisation des capacités d’Innovation Organisationnelle, basée sur notre propre modèle de l’innovation organisationnelle pour une grande entreprise.Ce travail de thèse a donc abouti à l’élaboration d’un méta-modèle qui permet à la grande entreprise d’avoir une vision systémique d’elle-même dans le but d’améliorer sa capacité d’innovation. Le modèle se compose de trois systèmes « Organisation-Territoire- Réseau d’acteurs, » et permet de mettre en évidence les capacités d’Innovation Organisationnelle au sein des systèmes dans une logique de caractérisation et de pilotage de celles-ci notamment grâce à l’évaluation de leurs impacts et de leurs priorités. Notre démarche repose sur une étude de cas basée sur une méthodologie quantitative multicritères.Au final, cette thèse est à l’origine de plusieurs contributions. Tout d’abord, le décloisonnement des sciences nous permet d’étudier les antécédents de l’innovation organisationnelle liées au territoire, et aux réseaux d’acteurs, au-delà des approches classiques qui privilégient en général les antécédents internes à l’organisation. Ensuite, nous concédons une place centrale aux dimensions humaines et sociales qui s’avèrent essentielles tout comme l’est une meilleure compréhension de leurs interactions à la fois formelles et informelles (ex : culture d’entreprise, climat social, connaissances, leadership…). Enfin, l’étude de l’impact des capacités d’Innovation Organisationnelle que nous proposons n’a jamais été réalisée auparavant pour une grande entreprise (des travaux sur les PME existent). Ainsi, la capacité d’innovation d’une grande entreprise est dépendante des interactions entre le territoire, les systèmes qui le composent, ses réseaux d’acteurs et les systèmes socio technique de l’organisation. Ces résultats débouchent sur des recommandations pour un meilleur pilotage des capacités d’Innovation Organisationnelle favorisant la capacité d’Innovation qui s’ancre dans la culture de l’entreprise.
Sažetak: Dinamika savremene ekonomije i menadžment okruženje, odgovornost i oba-veza implementacije menadžmenta znanja zasniva se na potrebi za stvaranjem kolektiv-nog znanja organizacije koje će biti spremno da odgovori zahtevima na znanju zasno-vanom poslovanju, složenim proizvodima i uslugama, i stalnom učenju i usavršavanju, kako organizacije, tako i zaposlenih. Značaj menadžmenta znanja dolazi do izražaja u globalnim ekonomskim procesima koji se izražavaju jačanjem konkurentskih tenzija, porastom stope inovativnosti; potrebom zamene neformalnog znanja formalnim zna-njem i načinima čuvanja i deljenja znanja unutar kolektivne memorije organizacije. Trend mobilnosti radne snage otvara mogućnost gubitka organizacionog znanja kao posledice redukovanja radne snage ili promena u strategijskim pravcima organizacije. Menadžment znanja pruža šansu organizaciji, da preduzimajući aktivnosti zasnovane na znanju, postigne efikasnost i efektivnost u poslovanju., zadovoljstvo klijenata i razne benefite za samu organizaciju kao posledice poboljšanja i unapređenja procesa donošenja kvalitetnih poslovnih odluka.
Ključne reči: menadžment znanja, liderstvo, ljudski resursi, tehnološki razvoj, konkurentnost
تعمل هذه الدراسة على تقديم منظور عملي بهدف تحديد ومناقشة أثر المتغيرات التي تؤثر في أداء المشروعات الصغيرة والمتوسطة في اليمن كإحدى البلدان الأقل نموا. اعتمدت الدراسة على بيانات أولية تم جمعها من 394 منشأة من المنشآت الصغيرة والمتوسطة في محافظتي صنعاء وعدن في اليمن. تم تقسيم البيانات الى مجموعتين بشكل عشوائي، ثم تطبيق التحليل العاملي الاستكشافي على المجموعة الأولى والتحليل العاملي التوكيدي على المجموعة الثانية بناء على النتائج المتحصل عليها من التحليل العاملي الاستكشافي الذي تم اجراءه على المجموعة الأولى. كما تبنت الدراسة نمذجة المعادلات البنائية من أجل توضيح العلاقة بين المتغيرات المختلفة واختبار النموذج المقترح لقياس أثر المتغيرات المختلفة على أداء المشروعات. تم اختبار الصدق التقاربي والتمايزي للنموذج للتأكد من ملائمته للبيانات وأوضحت النتائج ثبات النموذج وملائمته للبيانات. أوضحت النتائج أيضاً دلالة أثر العوامل القانونية، المتغيرات المؤقتة، والعوامل الإدارية على أداء المشروعات الصغيرة، بينما لم تظهر أي دلالة لأثر العوامل المالية، عوامل البنية التحتية، والعوامل التسويقية على أداء المشروعات الصغيرة والمتوسط اليمنية. تضيف نتائج الدارسة الى الأدب الحالي الذي يكاد أن يكون نادراً فيما يتعلق باقتصادات الدول الأقل نموا بشكل عام واليمن بشكل خاص، إضافة الى كون النموذج المقترح ذو فائدة لصانعي السياسات وشركاء التنمية لاقتصادات الدول الأقل نموا كاليمن، ايضاً لمدراء ومالكي المشروعات الصغيرة في التعرف على العوامل التي تؤثر تأثيراً مباشراً في أداء المشروعات الصغيرة والتي تعتبر حجر زاوية في التنمية الاقتصادية.
Knowledge generated from non-profit projects is a high-value asset created and accumulated through a long implementation, monitoring and evaluation (World Bank, 2007) by the agencies implementing these projects with a great deal of financial and technical investment. Therefore, developing a basic yet standard KM process will help exploit the generated knowledge while limiting waste (MAQ, 2004).
Nevertheless, in non-profit projects, KM has not been given a top strategic priority (Dumitriu, 2016). There are currently no common standards in place for KM for projects of this kind in Vietnam. More specifically, due to the absence of a standard KM process with clearly defined main components, the use and sharing of knowledge to serve the policy advice work in Vietnam does still remain inefficient.
This study identifies different issues related to knowledge management in a non-profit project through quantitative analysis. The authors used data collected through 33 interviews with different Project. Results from the interviews help the authors understand the perception of knowledge management of the Project’s staff members, factors supporting the knowledge management in the Project, challenges to the knowledge management and some factors that help improve the knowledge management in the Project. These findings will set the foundation for other studies on improving the knowledge management of the non-profit project or developing a model for knowledge management.
HRD practices change the capabilities of employees at all levels in an organization and in this way assume a significant role in driving advancement and development. Individuals' capabilities and how those capabilities are utilized within the organization due to advancements in the systems and processes of HR management involving HRD helps to leverage the many-fold benefits. In that trio of extraordinary capacities, HRD centers focus on learning and improvement at the individual, group, and organizational levels that happens when employees have the knowledge, competencies, skills and attitude for getting the hang of, facing attentive challenges, sharing information, and thinking imaginatively, and when organizations offer help by managing it through effective KM 1. Ishak et al. (2010) propose KM is fundamental for building up the human asset. It is additionally recommended that HRD is fundamental for developing the knowledge that flows through the KM framework. Hence, the purpose of this study is to investigate the pathways leading from HRD to OP through KM as a mediator and presenting a comprehensive framework for steel companies of India to strategies effective HRD practices for better and effective KM for enhanced Perf organization-wide. The main objective of this topic is that to measure the effect of HRD Practice, Knowledge Management for the real organizational performance in the steel Industries in India. In this study, we have used SEM for the measure of mediating effect of knowledge Management on HRD Practices for organizational performance.
Service firms that are global players benefit primarily from their ability to manage their proprietary knowledge - assimilating new knowledge from around the world, building new knowledge through the interaction of professional employees, and disseminating knowledge effectively throughout the firm. Centers of excellence represent the best practice of managing knowledge. Formally charged with the responsibility of leveraging and/or making knowledge available throughout the firm, the center of excellence provides a focal point for knowledge development and dissemination and replaces an old-fashioned reliance on informal, word-of-mouth mechanisms. However, a center also raises substantial organizational and motivational challenges.
Presents the concept of human potential management (HPM) and argues that the old concept of human resource management (HRM) should be replaced by HPM. Argues that treating human beings as a resource to be used, utilized or manipulated like any other resource is demeaning. Further, with the increasing number of highly skilled knowledge workers, resentment of the word “resource” is likely to increase, since knowledge workers are inclined to be hostile to manipulation. They would prefer the organization to enable them to fulfil their true potential and, in so doing, help the organization to achieve its objectives. Also presents a definition of HPM and highlights the features which differentiate it from HRM.
This article draws attention to a number of errors that could potentially cripple the efforts of any organization attempting to generate and leverage knowledge. Many of these errors are associated with the concept of knowledge itself—how knowledge is understood in organizational settings. The article notes the sources of each error as well as some key implications for managing knowledge. It concludes with some brief suggestions on how to avoid, or at least ameliorate these errors.
Knowledge-intensive firms (KIFs) specialize in expertise, especially esoteric knowledge that few other firms possess. KIFs must keep their knowledge up-to-date, so they need to learn continually. However, their ability to satisfy clients depends on the close relations that some of KIFs' personnel develop with specific clients.
Evaluates the findings from a study designed to identify factors that motivate Australian managers to accept expatriate appointments in the East-Asian business region. These findings derive from 20 Australian business enterprises which have a physical presence in the East Asian business region. Results point to the need for a reassessment of existing Australian business practices in offering overseas business appointments to management staff. While extrinsic issues such as monetary satisfaction are important to the decision to seek and accept an overseas appointment, of more critical importance is how the overseas appointment, advances a person's international career; and the opportunities the overseas appointment presents for professional development generally. A further consideration is the type and extent of information received by prospective international staff from those who have “gone before”. Overall, confirms the need for less attention to money and perquisites as inducements to accept overseas appointments. Suggests that more attention needs to be directed at the satisfaction of more intrinsic development and career advancement opportunities.
What every business wants - a more skilled and knowledgeable work-force - the system cannot produce, observes a noted author and professor at the Massachusetts Institute of Technology.
The importance and reliance that engineering designers make upon knowledge as an information source, within the development of new products, is known to be of great importance. The paper presents a detailed discussion on the relationship between information, knowledge and memory in order to establish a set of definitions and meanings of these terms. The importance of communication within this process will also be discussed. The paper will then establish how engineering designers use their personal knowledge and in particular, their memory whilst undertaking a variety of design tasks. This work is based upon 20 empirical case studies of engineering designers working within their normal design environment. Issues for future research are then presented.
Multicultural management insights cultural challenges in global management valuing multicultural diversity corporate multicultural values managing intercultural business communication managing multicultural human resources managing intercultural business negotiations globalization and technology transfer management.
Ikujiro Nonaka e Hirotaka Takeuchi establecen una vinculación del desempeño de las empresas japonesas con su capacidad para crear conocimiento y emplearlo en la producción de productos y tecnologías exitosas en el mercado. Los autores explican que hay dos tipos de conocimiento: el explícito, contenido en manuales y procedimientos, y el tácito, aprendido mediante la experiencia y comunicado, de manera indirecta, en forma de metáforas y analogías. Mientras los administradores estadounidenses se concentran en el conocimiento explícito, los japoneses lo hacen en el tácito y la clave de su éxito estriba en que han aprendido a convertir el conocimiento tácito en explícito. Finalmente, muestran que el mejor estilo administrativo para crear conocimiento es el que ellos denominan centro-arriba-abajo, en el que los gerentes de niveles intermedios son un puente entre los ideales de la alta dirección y la realidad caótica de los niveles inferiores.
This paper identifies four critical cross-cultural management competencies derived from a larger study that examined the expatriate career management practices of twenty Australian business enterprises with a physical presence in the East Asian business region.Results point to the need to reassess existing cross-cultural management competency development practices pursued by Australian business enterprises, so that interactional management skills and transactional management com munication skills are enhanced. Other cross-cultural management compe tency constructs identified included transformational management skills. In addition, while foreign language skills were also identified, the result was marginal.Evidence from this study confirms the need for stronger attention by Aus tralian organizations to cross-cultural management competency development as well as more informed means of developing Australian expatriate managers prior to international career appointments.
The specialty chemical maker's CEO explains how his firm became a leader in managing knowledge.
Three recent failures of risk management—at Barings Bank, Kidder Peabody, and Metallgesellschaft—appear to be due to three underlying causes: dysfunctional culture, unmanaged organizational knowledge, and ineffective controls. The first and the last of these have been extensively discussed in the media. This article explores the importance of the second: knowledge management. It demonstrates the need for a more structured approach to transferring knowledge to decision makers before it is needed, enabling the access of information as it is needed, and finally generating and testing new knowledge about the firm's changing risk management requirements.
People are innately curious and, as social animals, are naturally motivated to interact and learn from one another. Over thousands of years, families, clans, and communities have evolved as teaching and learning groups, with individuals sharing information and synthesizing knowledge as a central part of their binding social interchange and as a key engine of their collective progress. Yet, somehow, modern corporations have been constructed in a way that constrains, impedes, and sometimes kills this natural human instinct. Focused on maximizing short-term static efficiency, most have been designed to extract as much value as possible from all their assets, including people. In that process, however, they have sacrificed the long-term dynamic efficiencies that come from continuously enhancing and upgrading the capabilities of individuals so as to enable them to create new value.
What gives any organization a competitive advantage? Many people and organizations have built reputations and fortunes by suggesting that the answers are information technology, total quality management, quality of strategy or management, or selected niche strategies. In several presentations, Richard Pasquale has compiled and presented a list of about 70 proposed “answers” to the perennial questions about sustainable competitiveness. However, organizational knowledge is rarely, if ever, offered up among these strategic nostrums.
Despite several years of hearty media and academic interest, for most people “knowledge management” still remains an ill-defined and woolly concept. The problem may be that knowledge management proponents have usually focused on either the minutiae of implementation - intranets and data mining techniques - or worse, on abstract theories such as the value of trust in a knowledge sharing culture. This article contends that it is only really possible to appreciate the concrete importance of knowledge management in the workplace if the subject is seen in a much broader context - as causally related to the enormous changes taking place in the global economic framework itself. These more fundamental changes to the economic environment are what are driving organizations toward adopting the sophisticated new set of policies and practices known as “knowledge management”. In short, there is a broad “knowledge-based revolution” taking place, and it comes in a matching set: the knowledge-based economy for nations, and knowledge management for organizations themselves.
Discusses research in the literature about the expatriate manager
as a unit of resource. The research to date has largely addressed
concerns for the high failure rate and costs of expatriate assignments,
suggestions for improving methods of personnel selection; comparative
studies of expatriate and local managers; and recommendations for
improving expatriate success. Notes that rarely are the problems of
expatriate personnel addressed collectively, particularly with a focus
on Asia. Discusses effectiveness of expatriate assignments within the
totality of four distinctive phases: selection; preparation;
acculturation; and repatriation. Provides a valuable foundation for
providing organizational recommendations to enhance the success of
future expatriate placements.
The increasing literature on international human resource
management has produced findings which are largely repetitive and
anecdotal and as such are contributing to a reemerging problem for
Australian business enterprises wishing to increase their international
business activity. The problem concerns the factors which organizations
need to consider in most effectively developing and managing
international management career programmes. What has traditionally been
missing is a strategic framework that links appropriate international
human resource management practices with an enterprise's international
business agenda. Develops an argument around this central theme which
provides an overview of the need to address what is an emerging problem
for Australian business enterprises – how international management
careers are best developed and managed in the context of a firm's human
resource management strategy and its strategic international business
activity.
Evaluates the findings from a study designed to identify factors that motivate Australian managers to accept expatriate appointments in the east-Asian business region. These findings derive from 20 Australian business enterprises which have a physical presence in the east Asian business region. Results point to the need for a reassessment of existing Australian business practices in offering overseas business appointments to management staff. While extrinsic issues such as monetary satisfaction are important to the decision to seek and accept an overseas appointment, of more critical importance is how the overseas appointment advances a person’s international career; and the opportunities the overseas appointment presents for professional development generally. A further consideration is the type and extent of information received by prospective international staff from those who have “gone before”. Overall, confirms the need for less attention to money and perquisites as inducements to accept overseas appointments. Suggests that more attention needs to be directed at the satisfaction of more intrinsic development and career advancement opportunities.
Knowledge is becoming a critically importance resource in
contemporary business organizations, a development posing significant
issues for HRM. Draws together various strands of theory, research and
practice to develop a better understanding of these issues, with special
emphasis on HRM practice in knowledge-intensive organizations. Discusses
the difficulties of making a transition from traditional forms of HRM to
post-industrial approaches. A review of traditional compensation systems
serves as the basis for a series of propositions concerning preferred
practice in this critically important area. The major contention is that
the managers of knowledge-intensive organizations are confronting major
new issues in co-ordinating and directing the effort of knowledge
workers. The major conclusion is that existing compensation structures
and routines must be re-thought and makes several suggestions in this
regard.
From the Publisher:Knowledge management is more than a buzzword - it's a way of thinking and acting. Stemming from a rich organizational history, the term knowledge organization has evolved to describe organizations that recognize the competitive advantage of intellectual capital, particularly that represented by their employees. Based on their landmark study of more than 200 of America's largest companies, Richard C. Huseman and Jon P. Goodman found that 78 percent of the corporations surveyed say they are moving toward becoming knowledge organizations. Leading With Knowledge provides examples of best practices and blueprints for developing a leading 21st century organization.
Incluye índice Incluye bibliografía Partes del texto: La era de las organizaciones y la industria del conocimiento; Administración de bienes intangibles; Midiendo y valuando bienes intangibles.
Thomas A. Stewart is a member of the board of editors of FORTUNE magazine and has authored several articles on the subject of intellectual capital.
The following article reports on the results of a qualitative, comparative case study of the management of expatriates by four Australian companies. International Human Resource Management (IHRM) is a field in its infancy and the study aims to contribute to theory-building by examining the IHRM activities of selection, predeparture training, compensation and repatriation in the context of the organization in which these activities take place.
The purpose was to extend our understanding of IHRM beyond the descriptive studies of earlier research, though existing knowledge in the area was the starting point. Thus, while the initial focus of the investigation was on the IHRM activities, the use of an exploratory qualitative methodological approach allowed the examination of the process of expatriate management. This approach also assisted in identifying underlying relationships, patterns and trends which could be interpreted as linkages or interrelationships between IHRM activities and other organizational factors, such as stage in internationalization, type of industry, strategy and structure. It was possible to identify linkages between the four major IHRM activities, and what were defined as firm-specific and situation-specific variables. These linkages were then conceptualized into a suggested framework.
Organizations have to contend with growing diversity in their managerial and professional ranks, both cross-nationally and intranationally. This article examines the similarities and differences in processes and dynamics of managing diversity in cross-national and intranational contexts. Similarities include the acculturation process and the styles and patterns of communication. Differences revolve around legislation, magnitude, and time horizon. Training programs designed to raise consciousness/awareness and to improve communication competency are presented. The implications for human resource management practices are then discussed. © 1993 by John Wiley & Sons, Inc.
An overall goal of improving global competitiveness is the imperative under which managers strategically guide their organizations today. Any process or function that enables organizations to gain a competitive advantage on a global scale is therefore considered valuable to those at the helm. Through our research on 60 of the world's top multinational organizations, we found that the effective management of the people side of global business does, in fact, pay dividends in stronger bottom lines.
Though invisible and therefore difficult to measure, knowledge and human expertise are the principal creators of value for every organization. What new approaches might business leaders adopt to ensure that this intangible source of value is managed and enhanced? The success of a knowledge-based organization will always depend on the willingness of its people to share their knowledge and expertise. Because of this dependence on the human factor, the following areas are key to making progress: 1. shifting management attention from tangible to intangible assets; 2. focusing resources—e.g. new roles with titles like ‘Chief Knowledge Officer’; 3. encouraging and rewarding people for sharing their knowledge and expertise.
This paper is concerned with the ability of organizations to innovate and successfully achieve technological and organizational change. It recognizes the complexity of the issues that contribute to the management of such change and the role of the learning organization. Through the use of organizational and technological literature it presents the development of a conceptual model for understanding the processes of knowledge transfer. The use of the model is demonstrated within a case study which explores the successful introduction of technology change into a division of a major bank. The study investigates in detail, through the reflections of individuals within the company, the activities and behaviours that have led to the successful introduction of technology change. The paper includes some of the findings and analysis of the study. The use of the model as a tool for understanding organizational processes is evaluated.