Academic literature on the topic 'Knowledgement management'

Accurately representing plant development is essential for applying phenology knowledgement to investigate the effects of climate on weed management. Development in wild melon (Cucumis melo L.) is driven by temperature; thus, it could be simulated by thermal-time (TT) accumulation using limited accumulation when a lower optimum temperature (Topt) is exceeded. Experiments were conducted to investigate wild melon phenology (development rate) and seed production in soybean (Glycine max L.) at seven different sowing dates (April to August) in a completely randomised design (CRD) at Research Farm of Gorgan University of Agricultural Sciences and Natural Resources, Iran, during 2012. Results indicated that a slight shift in developmental rates occurs among plantings dates, except for those plants sown in August. The estimated TT for April–August planting dates were ~411 Celcius degree days, 448 Celcius degree days, 733 Celcius degree days, 672 Celcius degree days, 604 Celcius degree days, 558 Celcius degree days and 251 Celcius degree days respectively. Depending on planting date, weed emergence occurred at 5–20 days after planting. During the 79, 75, 92, 81, 71, 67 and 61 days of wild-melon growth, the mean number of fruits per plant and seeds per fruit were significantly different at each sowing date. Wild melon could produce a lot of fruits and seeds (up to 5000) within a growth cycle (average in 75 days) and also weed management is needed during the May and June because of the highest seed production of wild melons that emerged during May. The results attained here suggest that temperature alone could not reflect the effect of environment on C. melo development at each given growth stage. Thus, other environmental factors, such as daylength, maybe needed to better estimate weed development. Future research may use multiplicative models to clarify this claim. These results highlighted the value of testing a model over a wide range of environments.

The present research aims at the a knowledgement of the role the customer capital as human resource in achieving the universal banking , since the customer is considered the chief concern , and the aria where all banks should focus and the key elements of profitability so , the presnt research attempts energizing and activating the customer capital through four strategices for ( strategy of attracting new gruops of andividuals, strategy of maximizng supporting the customer's comfort , , strategy of financial activity, strategy of keeping the banks liquidity ) to act as a tool that assists the working commercial banks in duhok province achieve the universal bankig in to reality in this sense two hypotheses were made to examine, the effect on the relationship between the customer capital and universal banking accordingly , afield study was a dopted through a questionnaire list that was distributed to sample of manegers and haed of departments working in the banks of duhok province . the study concluded many results some of which were represented in the following ; there is a hung concern with customers capital made by those banks managements and also the increasing raise of the universal banking in the banks of duhok province

It has been widely observed that economic activities are increasingly dependent on intangible, knowledge-based resources (Hayek, 1945; Drucker, 1966; Bell, 1973; Brinkley, 2006). One result of the move to a knowledge economy is that traditional notions of work and human resources have broken down and organizations have adopted new methods of sourcing knowledge. This thesis addresses the question of how organizations can optimally determine their requirements for knowledge from within and outside their boundaries. The objective of the thesis is to develop a theory of organizational knowledge supply and to test the theory in explaining and predicting the effectiveness of an organization's knowledge sourcing strategies. The research question driving this thesis therefore is: "eCan knowledge-based theory of the firm explain the relationship between organizations' mix of internal and external human resources and organizational effectiveness?"e The aim of this thesis is to contribute to human resources and organizational theory through its theoretical model and empirical evidence of the relationship between knowledge sourcing and organizational effectiveness. The thesis also aims to contribute to practice by informing organizations about the effectiveness of different human sourcing practices. Knowledge-based theory of the firm and contingency theory were used to develop an initial theoretical model of fit and effectiveness. To extend existing theoretical models, and to support the case study, the initial theoretical model was refined so that it not only included fit and effectiveness (as in past research), but it also posited a model of the intervening process by which fit leads to effectiveness. To test the posited theoretical model, a comparative case study was commenced in mid- 2004, in two 4.5 star inner city hotels in Australia, each a member of a different hotel group. Qualitative and quantitative research methods were used, with semi-structured interviews and questionnaires as the key data collection methods. The main data collection process was completed in April 2005. The findings from the study generally support the theoretical model. The case study however also revealed that much of the effect of the fit of human capital on organizational effectiveness was constrained and enabled by two other organizational resources (hotel systems and processes, and the hotel brand standard). This finding suggests that existing theoretical models that suggest an independent effect of human capital fit on performance may be incomplete. In summary the thesis research question was answered with a conditional affirmative. In other words, knowledge-based theory can explain the relationship between organizations' mix of internal and external human resources and organizational effectiveness, but existing knowledgehuman capital-based models of this relationship can be extended and thus improved in two ways: 1) By positing a model of the intervening process by which human capital fit leads to organizational effectiveness. 2) By positing a model of the degree to which the effect of human capital fit on organizational effectiveness depends on other organizational resources.