In the highly competitive economic environment of today, knowledge is a resource that is directly related with the effective realization of an organization’s overall or long-term goals and objectives and attainment of a sustainable competitive advantage. For this reason, since the last two decades, academicians and practitioners are in search for mechanisms through which this resource can be managed effectively and efficiently. One of the most challenging aspect of knowledge management is knowledge sharing. The knowledge sharing activities between the organizational members and sub-units facilitate the conversion of individual and collective knowledge into organizational knowledge, which eventually helps firms to successfully manage their knowledge assets. However, sharing knowledge in the workplace is not an easy process; there are several barriers and challenges that need to be addressed so as to successfully execute it. Researchers across the world agree that organization culture often acts as a critical barrier in the process of knowledge sharing and it needs to be addressed immediately so as to help firms in achieving their knowledge management goals.
1. The Effects of Talent Management on Service Quality, 2. The Role of Psychological Capital on Job Embeddedness and Organizational Cynicism, 3. The Impact of Talent Management on Organizational Performance, 4. The Effects of Job Embeddedness on Organizational Cynicism and Employee Performance, 5. Examining the Relationship between Organizational Cynicism and Organizational Change, 6. The Mediating Effects of Organizational Learning on the Relationship between Knowledge Management and Organizational Performance, 7. Assessing Employee Attitudes Towards Organizational Commitment and Change, 8. Knowledge Management and Organizational Learning from the Employee Perspective, 9. Do Job Rotation and Role Stress Affect Job Attitudes?, 10. The Impact of Organizational Commitment and Identification on the Organizational Citizenship Behavior.
In present days more and more academics and practitioners are seeking to understand how organizations manage their knowledge and intellectual capital in order to obtain more effective competitive advantages. Taking into account these issues, and in order to answer the concerns expressed by these professionals, this book looks to help them to understand and implement in their organizations effective transfer and management of knowledge strategies. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use this knowledge and intellectual capital. The book has a special interest in research on important issues that transcend the boundaries of single academic subjects and managerial functions. In a modern world, characterized by high levels of competition and complexity, only those organizations which can manage, efficiently, all their assets can survive. Among these the management of knowledge and intellectual assets is a recent and challenging process. Only with human talent organizations can survive. Conscious of these priorities, this book is of great relevance as it looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define, transfer and use knowledge and intellectual capital. It is, also, very important and with positive implications to practitioners and academics, as it will contribute to a more effective advance and tool of communication in what concerns the understanding of key issues related to the knowledge management and intellectual capital in competitive organizations management all over the world.
This book deals with an exciting often overlooked area; the need to locate, maintain, manage, and share the knowledge of rural, Indigenous, and marginalized (RIM) communities globally. This knowledge globally is a valuable source for human prosperity and survival. Implicit within this is the need for respect and fair compensation to the communities that are the sources of this knowledge. Knowledge sharing is a two way street.
‘Illogical’ arguments – enthymemes, minor literatures, etc. – are in the science world equated with unregulated forms of knowledge, diffused through time and space. But are they really what scientists say they are? Who and what determines what is acceptable as a universal knowledge? What makes an exposition or discovery ‘scientific’ or otherwise? In what context is a body of knowledge perceived as a science or non-science? These are some of the contentious issues in power relations amongst knowledge producers and other cognate stakeholders. Farmers who are perceived as ‘soil miners’ by scientists have always used local strategies and mitigating measures to achieve their goals, be they in soil management, pest management or other agricultural practices. Indeed, both science and local knowledge are not mutually exclusive. To achieve sustainable development, there is the need to find an appropriate mix between the two forms of knowledge. Essentially, this book argues for the relevance and objective valorisation of farmers’ knowledge in the implementation of integrated soil fertility management in Africa
Fast changes are taking place in organizations and they are all about innovation. However, for them to occur, management needs to have a clear focus on expanding Organizational Knowledge. This book results from a meticulous and criteria-based research into Knowledge Sharing and its interplays with Culture, Motivation and Leadership playing a major role in driving success at a large consultancy firm called Maia Melo Engenharia, founded over 30 years ago in Brazil’s Northeastern state of Pernambuco, which is among the country’s fastest growing state. This book is relevant for the following courses in Management or Production Engineering: HUMAN RESOURCE MANAGEMENT, ORGANIZATIONAL BEHAVIOR and STRATEGIC PLANNING. The book is aimed at managers and executive development groups in the areas of Organizational Learning, Organizational Business and Innovation.
Revision with unchanged content. Knowledge has been regarded as an important economic ressource in the past decades; numerous scientists and corporations are therefore engaged in knowledge management. However, corporations still face difficulties in storing and distributing valuable knowledge. Therefore, employees often spend a lot of time searching for relevant knowledge within internal information systems. This book shows how the information overload can be mastered with the help of personalized knowledge portals offering all employees exactly the information they need for their tasks. The author Eva Oberbichler first explains essential tasks of knowledge management and states which of these tasks can be supported by knowledge portals. Subsequently, she deduces requirements of knowledge portals and shows how these requirements, particularly personalization, can be met. In this context, she compares four different personalization methods to facilitate the decision for one of these methods. This book is targeted at corporations wishing to build or personalize a knowledge portal, as well as at economists and business data processing specialists.
Raising oil prices, intense rivalry completion, safety concerns and downward pressure on prices are some of the serious challenges facing the civil aviation industry. However, in the past decade the industry experienced a new kind of challenge; the escalading shortage of sophisticated technical capabilities especially in the aircraft engineering fields. This was fuelled by the high job rotation, job reduction and the raising rate of retirement of the aging engineering workforce. This exposed the raising knowledge gap between the aircraft engineering experts and new hires. The need for an effective knowledge management (KM) system was evident. Hence, the main objective of this book is to develop and validate a framework for better management of knowledge in the aircraft engineering field. Many previous KM initiatives have failed and that seems to relate to focusing on information technology (IT) based solutions rather than dealing with organizations’ operational issues that have diverse effect on KM implementation. The main outcome of this book is an Operations-Based Knowledge Management (OBKM) framework with a proposed model and implementation guidelines for an effective KM system.
1. Organizational DNA, 2. Psychological Capital and Job Embeddedness, 3. Organizational Cynicism and Job Attitudes, 4. Organizational Cohesiveness and Performance, 5. Ethical Climate, 6. Cultural Intelligence and Job Performance, 7. Knowledge Management, 8. Talent Management and Service Quality, 9. Job Rotation and Role Stress, 10. Organizational Learning, 11. Transactional and Transformational Leadership Styles.
Many organizations fail to implement their strategies due to the inability of stakeholders in addressing the problems associated with strategy implementation. These problems are solved by this book through the development of a knowledge management metrics model. The model was identified and grouped separately into M1 for strategy implementation measurement and M2 for organizational knowledge process measurement towards Strategy Implementation Success’s (SIS) achievement. M1 and M2 are displayed in M3 with nine quadrants of organizational situation describing the reflection of the success achievement against the organizational performance. A quantitative statistical analysis and arithmetic calculation were performed to validate the model and mapped M1 and M2 into the organizational situation. The overall results are positive, indicating the appropriateness of the model. Hence, this book can be used to guide HEIs management in measuring the performance of their strategy implementation and diagnosing their organizational situation.
It is very difficult to find such management techniques that have not been used earlier, under another name, in different conditions, or in other economic frames. The same is true of Knowledge Management. Knowledge Management is not an absolutely new management technique. Its methods are used by a lot of companies but it cannot be said that any company which has a knowledge system, operates unexceptionably. The secret of success is hidden in the system approach, in the way of thinking, in scale of value, in attitudes which have become more and more important in the globalized world and societies. The role of knowledge and intelligence has become more valuable and investigation of knowledge, education, R&D have become determinative. This book will show the theoretical background and practical results of recent research. It will dispel the notion prevalent among SMEs that they have only disadvantages compared to big and multinational companies. The book will highlight the consequences of a badly composed strategy and demonstrate a range of options which can be unlocked by a new way of thinking about their own position, leading to modified behaviours which will secure their fate.
A novel framework linking the knowledge of insulation ageing to asset management has been developed. Using this framework, the influence of harmonics on electrical tree growth and diagnostic partial discharge patterns from laboratory experiments is investigated. Findings confirm that unmonitored changes in power quality can lead to an overestimation of the insulation’s ageing state leading to untimely asset management decisions.
Managers of an organization need essentials and general understanding of what the management work entails and that knowledge can expand through reading theories, textbooks and literature. This analysis identifies the important management areas prioritize by today’s managers and recognizes the up to date comprehensive contribution of academic scholars and researchers to management accounting literature. Likewise, this undertakes the purpose of explaining, predicting and understanding the importance of management accounting research investigated by scholars and students in the academic discipline for managers and other users.