Journal articles on the topic 'Organisation of information and knowledge resources'
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1
O'Sullivan, David, and Lawrence Dooley. "Collaborative Innovation for the Management of Information Technology Resources." International Journal of Human Capital and Information Technology Professionals 1, no. 1 (January 2010): 16–30. http://dx.doi.org/10.4018/jhcitp.2010091102.
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All organisations are now facing one of the largest upheavals in business practice since the ‘great depression’. Information technology organisations, who frequently lead the development of change based around ICT, are being asked to develop new products and services that add significant value for customers and to radically change their internal processes so that they are more cost effective. Innovation is process of creating positive change to any organisation and that adds value to customers—internal and external. Innovation is now widely accepted at the only sustainable engine of renewed growth for organisations. Organisations that do not embrace innovation and learn to apply its principles will simply stagnate or be obliterated by competition. ICT organisations that can learn to apply innovation effectively will become key strategic assets in driving costs down and also in adding new dimensions to product and service development. This article presents an approach to applying innovation in any ICT based organisation, be it a service department within a larger organisation or a commercial business that generates ICT solutions for clients. The process of innovation in ICT based organisations is similar to innovation in any organisation and requires an in-depth understanding and practice of developing innovation goals, the management of innovative actions or projects, the empowerment of human capital or teams and the continuous monitoring of innovation performance. This article presents a methodology for applying innovation and a case study of how innovation related knowledge can be managed in any ICT organisation.
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Azaki, Joshua. "Organisational Factors Affecting Knowledge Retention in a Public Organisation." European Conference on Knowledge Management 23, no. 2 (August 25, 2022): 1304–11. http://dx.doi.org/10.34190/eckm.23.2.758.
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Knowledge is a strategic resource for any organisation to maintain optimal operational efficiency and competitiveness. Knowledge could be in the knower's mind (tacit) or codified and stored in knowledge repositories for retrieval when needed (explicit). Knowledge retention in organisations is becoming a global concern as the shortage of professionals or knowledge workers persists. Organisations over the years have focused on investing in activities leading to knowledge creation, improving technological capabilities, and increasing performance with less attention given to knowledge retention. The Covid-19 pandemic has exacerbated this concern leading to the exit of more knowledge workers from organisations voluntarily or involuntarily. The current study seeks to investigate the role of organisational factors on knowledge retention in public organisations using the water sector in a South African metropolitan city. This study seeks to deepen the knowledge management scholarship by viewing knowledge retention as a system rather than a process or strategy only, as explored by most studies. The water sector is a knowledge-driven sector that utilises heterogeneous knowledge (engineers, hydrologists, technicians, IT specialists) to achieve its mandate, making it information and knowledge-rich. This study intends to use the knowledge-based view as a sensitising lens to explore how a public organisation systemically integrates and coordinates its heterogeneous knowledge resources to ensure that knowledge is retained as well as maintain optimal operational efficiency. The basic assumptions of the knowledge base view are that knowledge is the most strategic resource in an organisation, and its coordination facilitates optimised efficiency. The study will adopt a pragmatist paradigm to uncover the role of organisational factors on knowledge retention. A purposive sample of supervisors and managers in the water sector will be interviewed. Qualitative data will be collected, and qualitative methods will be used to analyse the data.
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Maskun, Roozita, and Norzanah Matt Nor. "Digitalisation Success in Learning Organisation: Preliminary Outlook." Social and Management Research Journal 15, no. 2 (December 3, 2018): 133. http://dx.doi.org/10.24191/smrj.v15i2.5004.
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he use of digital information tools in our daily life, demands technicalcompetencies to navigate through digital information successfully. Everylearning organisation today, facing a lot of challenges to keep theirinstitutions going, increasing in growth and sustainable effectively in amodest world. Knowledge is the main resource and the important essencein any of learning organisations. Knowledge management nowadays ispractically accessible through digital tools. The need on which digitalcompetency level and resources availability, are the key factors ondigitalisation success process. This only a concept paper, hence the purposeof this paper is to reveal that in a learning organisation, the digitalisationprocess maybe success with the help of technology, resources and thecompetences of the users. The concept is developed by an extensive literaturereview of on digitalisation and analysis of different knowledge sources ina learning organisation. The key concept can be used by practitioners indeveloping a learning organisation to guide them to choose a sufficientsubset of tools that covers the digitalisation processes to ensure that noprocess is overlooked. The result of successful digitalisation is an interestingarea for further research. However, the current view on value underlies init offering practitioners in giving at least a starting point. The paper can beused by educational organisations to guide on successful in digitalisationprocess effectively and efficiently. The paper addresses some of the socialelements related to successful in learning organisations. However, it is more technically targeted. Researchers have analysed that holistic overview andthe effect of digital competence towards the successful of digitalisationprocess. Furthermore, limited research addresses the successful ofdigitalisation process because of the constrains in resources.
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Caputo, Francesco, Alexeis Garcia-Perez, Valentina Cillo, and Elisa Giacosa. "A knowledge-based view of people and technology: directions for a value co-creation-based learning organisation." Journal of Knowledge Management 23, no. 7 (September 9, 2019): 1314–34. http://dx.doi.org/10.1108/jkm-10-2018-0645.
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Purpose This paper aims to investigate the potential of knowledge management (KM) as a discipline in helping understand and manage social and economic complexity. The paper highlights some of the potential relationships between KM in organisations and their economic performance. Finally, the authors assess the role of human resources and technological infrastructures in the relationship between organisation’s approach to KM and their performance. Design/methodology/approach The hypotheses are tested via a survey on a sample of managerial-level employees of information technology organisations located in the city of Brno in Czech Republic. The data collected are analysed using structural equation modelling (SEM) to study the relationship between KM; the workforce’s willingness and ability to collaborate and co-create value; and the organisations’ economic performance. Findings The research found that there is a direct and positive relationship between an organisation’s approach to KM and its economic performance. This study also shows that the workforce’s behaviour and the technological infrastructure of the organisation have a direct effect on business performance. Finally, the authors proposed that a link between human resource management and technology orientation must be established and supported by a KM strategy. Originality/value This paper offers a new perspective to the approach to KM in organisations. Reflections and empirical results underline the need for organisations to invest in the implementation of KM strategies that involve both the human resources and technological infrastructure as a way to improve the impact of knowledge on the companies’ economic performances.
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Breu, Karin, and Christopher J. Hemingway. "Making Organisations Virtual: The Hidden Cost of Distributed Teams." Journal of Information Technology 19, no. 3 (September 2004): 191–202. http://dx.doi.org/10.1057/palgrave.jit.2000018.
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This paper reports an exploratory case study that used boundary theory to investigate the impact of organisational virtualisation on work units. Specifically, the research analysed the transition in a public sector organisation from permanent, co-located teams to temporary virtual teams and its impact on team boundary properties and activities. The study contributes to existing knowledge of virtual teams and virtualisation processes in several ways. The findings suggest that, contrary to existing thinking, rather than removing organisational and institutional boundaries, virtualisation increases the number and complexity of such boundaries at the work unit level. The findings also indicate that the chronic lack of knowledge sharing on virtual teams is, in addition to difficulties of establishing interpersonal trust, due to a lack of trust in the technology as an appropriate medium for sensitive knowledge sharing. The implications of the study for practice are that efficiency gains from organisational virtualisation can easily be offset by the need to invest additional resources and team members’ time into cultivating a greater number of transient relationships at a distance. Organisations also need to invest in opportunities for face-to-face interaction where sensitive knowledge sharing is a critical resource for a virtual team.
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Jamieson, Rodger, and Richard Szeto. "Impact of Knowledge Based Information Systems on Organisations." Journal of Information Technology 4, no. 3 (September 1989): 145–58. http://dx.doi.org/10.1177/026839628900400304.
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This paper investigates the impact of knowledge based information systems (KBIS) on commercial organisations. A questionnaire and interview format was used to gather information from eleven commercial organisations developing KBIS. Three prime areas were considered, namely knowledge acquisition, knowledge representation, and KBIS development methodologies. For each of these areas, the normative position as expressed in the literature is presented and then compared to the survey findings. Problems involved in the development of KBIS are mentioned as well as developers’ perceptions of the future directions for KBIS within their organisations. Additional information on each organisation is presented in an Appendix in order to provide a richer picture and background to the study. The main preliminary findings are that KBIS have made an impact on organisations in Australia who are willing to make a considerable investment of resources in this new venture. While most organisations are treating this technology as research and development, they believe that the technology will be absorbed into their mainstream information systems in the future. These systems are seen as providing a competitive edge to those organisations willing to make the investment.
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Starling, S. W. "CREATING COMPETITIVE ADVANTAGE FROM KNOWLEDGE MANAGEMENT AND INFORMATION SHARING." APPEA Journal 40, no. 1 (2000): 587. http://dx.doi.org/10.1071/aj99038.
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Petroleum companies are being challenged to exploit complex reservoirs, operate in remote regions and employ advanced technology to meet stock market demands for increased shareholder value.However, many companies face these challenges with a diminished pool of experienced staff due to organisation downsizing, outsourcing of activities and the retirement of older employees.To combat this erosion of experience, knowledge management programs that aim to formalise the generation and leverage of expertise and skills are becoming an important means of creating and sustaining competitive advantage.To be effective, these knowledge management programs must be driven by the business needs and bring together people, processes, and technology to focus on how knowledge creates value for the organisation.An important consideration for many organisations is bringing about a cultural change which encourages knowledge management and promotes information sharing. Successful change requires leadership, resources, and appropriate rewards.The case studies presented describe how an Australian production company is planning systems to manage the capture, organisation, and sharing of knowledge, and how a multinational exploration company is implementing technology to facilitate information sharing initiatives to access, analyse, and apply knowledge around the world.
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Holmberg, Johan. "Knowledge-intensive networks for development: the case of the Global Water Partnership." Human Systems Management 17, no. 1 (March 1, 1998): 39–47. http://dx.doi.org/10.3233/hsm-1998-17106.
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The Global Water Partnership (GWP) is a “reinforced network” of organisations interested in the sustainable management of freshwater resources in developing countries. It was established in 1996 in response to the worsening water shortage in large parts of the developing world and to the perceived lack of international leadership in water. It is modelled on the Consultative Group for International Agricultural Research (CGIAR) as a virtual organisation with a minimum of formal structure. It aims to establish principles of sustainable water resources management, identify gaps and stimulate its partners to meet critical needs, support action that follows principles of sustainable water resources management, help match needs to available resources, and strengthen mechanisms for sharing information and experiences. It promotes an integrated approach to water resources management that recognises that water is a limited resource subject to multiple uses and increasing demand. GWP is co-sponsored by the World Bank, UNDP and Sida and supported by several bilateral aid donors. Its secretariat is hosted by Sida in Stockholm.
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Carlucci, Daniela, and Giovanni Schiuma. "Assessing and Managing Organizational Climate in Healthcare Organizations." International Journal of Information Systems in the Service Sector 4, no. 4 (October 2012): 49–61. http://dx.doi.org/10.4018/jisss.2012100103.
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During the past two decades a renewed interest about the role of intangible resources in determining performances of public services organisations has risen. This is particularly valid for HealthCare (HC) services, as they are knowledge intensive services and their performance are closely related, as the vast majority of their outputs, to intangible resources. Recently, scholars have examined the relevance of organisational climate for gathering outstanding performance in HC services. Literature suggests that organisational climate is a multifaceted concept deeply rooted in the intangible domain of an organisation. Several intangible resources intervene to shape organisational climate. Following this, the study shows how Intellectual Capital (IC) provides a useful and fresh frame for analysing intangible components of organisational climate and planning initiatives for their effective management. Especially, the examination of organisational climate through IC lens is proposed both as diagnosing tool for identifying elements which are hindering productivity, effectiveness and quality of HC services, and as tool for supporting managers in designing management initiatives aimed to enhance organisational performances by leveraging organisational climate. The study is based on the Action Research (AR) methodology and illustrates the results of an AR project, carried out at a public hospital.
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Assefa, Temtim, Monica Garfield, and Million Meshesha. "Barriers of Knowledge Sharing Among Employees: The Case of Commercial Bank of Ethiopia." Journal of Information & Knowledge Management 12, no. 02 (June 2013): 1350014. http://dx.doi.org/10.1142/s0219649213500147.
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Commercial banks are one of the main engines that enhance the economic growth of the country by managing financial transactions. Banks process and use information to run their business. Knowledge is one of the strategic resources that commercial banks use to increase their internal efficiency and to operate competitively. Knowledge-sharing barriers hinder the smooth flow of knowledge among employees which often results in negative consequences such as customer dissatisfaction, low employee learning and poor service quality. This research identified complex individual, organisational and technological factors that affect knowledge sharing and puts forward interventions that can improve the culture of knowledge sharing in an organisation. The research also revealed that although organisations put much emphasis on the development of a technological infrastructure as a means to develop their knowledge management, it is the organisational and individual factors that may prove to be more important in improving organisational knowledge management. This research has a theoretical contribution for the generalisability of existing knowledge sharing theory across different socioeconomic contexts, in particular in Ethiopia.
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Hoe, Siu Loon. "Organisational Learning: Conceptual Links to Individual Learning, Learning Organisation and Knowledge Management." Journal of Information & Knowledge Management 06, no. 03 (September 2007): 211–17. http://dx.doi.org/10.1142/s0219649207001779.
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Organisational learning has over the years been subject of much study by scholars and managers. In the process, the organisational learning concept has been linked to many other knowledge concepts such as individual learning, learning organisation, and knowledge management. This paper draws from existing literature in organisational behaviour, human resource management, marketing, and information management, to further develop the conceptual links between organisational learning and these knowledge concepts. The paper discusses the characteristics of organisational learning and emphasises its link to individual learning, the learning organisation, and knowledge management. It contributes to the conceptual and theoretical understanding of organisational learning and its relationship to these knowledge concepts from a multidisciplinary perspective.
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Orr, Stuart. "Daring to tap external strategic resources: competitive advantage in global industries." Journal of Business Strategy 40, no. 3 (May 9, 2019): 25–35. http://dx.doi.org/10.1108/jbs-03-2018-0032.
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Purpose In addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business. Design/methodology/approach Examples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources. Findings Valuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours. Practical implications External strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition. Originality/value This paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.
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Korma, Mesfin, Naveen Kolloju, Harshavardhan Reddy Kummitha, and Mohanad Ali Kareem. "Impact of Organizational Culture on Organisational Performance: A Study on the Employees in Educational Institutions." Business Systems Research Journal 13, no. 1 (June 1, 2022): 138–55. http://dx.doi.org/10.2478/bsrj-2022-0009.
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Abstract Background: The purpose of the paper is to assess organisational culture’s role on the performance of employees in the educational sector. Objectives: The paper seeks to address: what type of organisational culture is contributing to organisational performance, how organisational learning can be enhanced, how team orientation can be encouraged, and technical assistance and innovation can be promoted in developing economies. Methods/approaches: The data was collected from 350 respondents from different educational institutes’ employees of the Garage zone of SNNPR, Ethiopia. Structural equation modelling was used to test the proposed hypothesis. Results: The results showed that organisational dimensions such as organisational learning, team orientation and strategic direction and intent are supported, and it is proved that these dimensions can significantly influence the overall performance of the organisation in the study area, whereas the remaining two dimensions: creating change, and goals and objectives are not supported by their organisations. Conclusions: The study concludes that the culture of creating change can enable organisations to achieve their goals and objectives. Organisations must focus on improving the capability of human resources. Especially, it is compulsory for the employees of the educational institutions as they must adopt technological assistance and other types of knowledge of value to encourage innovative practices in the teaching-learning process.
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Daniel, Lisa J., and Fang Huang. "Dynamic capabilities and the knowledge nexus." VINE Journal of Information and Knowledge Management Systems 49, no. 4 (November 11, 2019): 477–93. http://dx.doi.org/10.1108/vjikms-01-2019-0003.
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Purpose The purpose of this paper is to propose alternative ways to develop and leverage organisational knowledge by considering the nexus of data managed by information and communications technologies and the expertise of human capacity. In doing so this paper challenges current understanding of tacit–explicit knowledge boundaries and presents a third dimension of knowledge which can be developed as a strategic organisational resource. Design/methodology/approach This conceptual paper seeks to extend current understanding of knowledge and presents the organisational knowledge nexus as a confluence of information, knowledge resources and human potential. Knowledge management is explored through the theoretical frameworks of the knowledge nexus and a model of triadic knowledge. Their conceptualisation and development are discussed and illustrated. Findings This research suggests the potential for organisational knowledge resources to be advanced is greater, if organisations can strategically use the knowledge nexus with a triadic perspective of knowledge. A framework for knowledge development with increasing levels of insight is proposed. Research limitations/implications As a novel conceptual work this research has limitations of newness. It presents a challenge to conventional thinking because of the subliminal nature of latent knowledge and the causal ambiguity of its development process in the knowledge nexus. The potential of latent knowledge and its transition process in the organisational knowledge nexus has significant implications for organisational knowledge development. Originality/value The concepts of latent knowledge, the knowledge nexus and their potential ability to develop and leverage organisational knowledge resources presents a paradigm shift to currently accepted understanding of knowledge systems and organisational knowledge management. The originality and value of this work comes through its contribution to broadening our understanding of the scope and potential of organisational knowledge resources and their processes of transition and development.
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Presbitero, Alfred, Banjo Roxas, and Doren Chadee. "Sustaining innovation of information technology service providers." International Journal of Physical Distribution & Logistics Management 47, no. 2/3 (March 6, 2017): 156–74. http://dx.doi.org/10.1108/ijpdlm-07-2015-0171.
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Purpose How do knowledge-intensive technology-based offshore information technology service providers (ITSPs) in developing countries sustain their innovation and remain competitive? The purpose of this paper is to answer this question by drawing from the knowledge-based view of firm innovation to argue that organisational collectivism (COLL) plays a crucial role in influencing the effects of knowledge-based capabilities on innovation of ITSPs. Design/methodology/approach The study develops a model which shows that learning mediates the effects of knowledge sharing on innovation and that COLL moderates the effects of knowledge sharing on both innovation and learning. A moderated-mediation model is tested using structural equation modelling techniques and data (n=388) from a survey of ITSPs in the Philippines. Findings The results show that knowledge sharing capability is positively related to innovation and that organisational learning capability fully mediates the effects of knowledge sharing on innovation. Moreover, COLL is found to significantly and positively moderate the effects of knowledge sharing on both organisational learning and innovation. The results indicate that organisational learning serves as the mechanism that transforms knowledge into innovation, but this effect is contingent on COLL of ITSPs. Practical implications The findings suggest that ITSPs from developing countries can look beyond costly investments in research and development activities to invigorate their innovative capabilities. ITSPs can focus on the development of their intangible assets such as COLL to enhance the effects of knowledge-based resources on innovation for sustaining their competitiveness. Originality/value The moderated-mediation analytical approach to assessing the joint effects of knowledge sharing, organisational learning and collectivism on innovation is novel. The significant effects of the moderator suggest that the mediation mechanisms might differ depending on the levels of development of COLL in the organisation.
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Díaz-Corona, Dayany, Javier Lacasta, Miguel Ángel Latre, F. Javier Zarazaga-Soria, and Javier Nogueras-Iso. "Profiling of knowledge organisation systems for the annotation of Linked Data cultural resources." Information Systems 84 (September 2019): 17–28. http://dx.doi.org/10.1016/j.is.2019.04.008.
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Maramba, George, and Hanlie Smuts. "Guidelines for Selecting Appropriate Knowledge Management System Implementation Frameworks." International Journal of Knowledge Management 16, no. 4 (October 2020): 81–108. http://dx.doi.org/10.4018/ijkm.2020100105.
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The preservation of knowledge is a universal requirement for every organisation that strives to gain a competitive advantage. Knowledge management systems are a modern business enabler and driver of success. Furthermore, the implementation of knowledge management systems is a comprehensive process which integrates people, business processes, the business universe, technology, and customers. However, some evidence suggests that organisations are investing a multiplicity of resources in implementing knowledge management systems with little success. Therefore, the aim of this study is to identify and understand the types of frameworks available for implementing knowledge management systems and present a comprehensive implementation framework including the relevant critical success factors and measurement tools that organisations may use for implementing knowledge management system projects. The successful implementation of knowledge management systems lie in the adoption of a suitable strategy and well-defined framework.
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Guaglianone, Maria Teresa, Giovanna Aracri, and Elisabetta Oliveri. "The INNOVance Lexicon: Organisation of terms and concepts about construction products." Journal of Information Science 44, no. 1 (January 6, 2017): 125–35. http://dx.doi.org/10.1177/0165551516682446.
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The construction sector is also a knowledge-intensive domain, in which effective and unambiguous communication and knowledge sharing are, at the same time, both essential yet difficult to accomplish. This is primarily due to the several professionals interacting and facing situations involving diverse resources, processes and activities. Each of them brings a different background and perspective, often generating poorly integrated information. Knowledge Organization Systems (KOSs) are crucial for ensuring completeness, consistency and quality of information. Despite the international trend to encourage the development and use of controlled vocabularies, especially classification systems, until recently in Italy the national coordination policy has not been effective enough. This article describes the first national attempt made, the INNOVance Lexicon that collects and organises knowledge about construction products. It combines taxonomic, terminological and semantic aspects of knowledge and it is a reference language to support information exchange and sharing in collaborative context.
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S.N., Archana, and P. K. Padmakumar. "Use of Online Information Resources for Knowledge Organisation in Library and Information Centres: A Case Study of CUSAT." DESIDOC Journal of Library & Information Technology 31, no. 1 (January 1, 2011): 19–24. http://dx.doi.org/10.14429/djlit.31.1.758.
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Koloniari, Maria, Eftichia Vraimaki, and Kostas Fassoulis. "Factors affecting knowledge creation in academic libraries." Journal of Librarianship and Information Science 51, no. 1 (September 15, 2016): 20–33. http://dx.doi.org/10.1177/0961000616668958.
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Knowledge has been widely recognised as the most valuable asset of an organisation and the creation of new knowledge as a prerequisite for improving service quality and achieving innovation. The current study, adopting a business-oriented approach, aims to explore the factors that affect knowledge creation in Greek academic libraries. More specifically, building on the findings of a preliminary study, it empirically tests the influence of knowledge enablers, namely organisational culture, organisational structure, human resource management and information technology, on both knowledge-centred strategy implementation and knowledge creation, using structural equation modelling. The results suggest that libraries must develop and implement a knowledge-centred strategy, supported by the proper social and technological context, to achieve the creation of new knowledge. Organisational culture emerged as the most important influencing factor, thus indicating that library leaders must focus on building a knowledge-conducive culture, characterised by collaboration and trust.
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Yin Rebecca Yiu, Man, and Kit Fai Pun. "Measuring knowledge management performance in industrial enterprises." Learning Organization 21, no. 5 (July 8, 2014): 310–32. http://dx.doi.org/10.1108/tlo-05-2013-0021.
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Purpose – This paper aims to discuss an integrated paradigm that aligns the measures of knowledge management (KM) performance to attain corporate goals in organisations. It presents the main findings of an exploratory study on the use of the paradigm and the accompanied self-assessment scheme in industrial enterprises in Trinidad and Tobago (T&T). Design/methodology/approach – An integrated knowledge management (IKM) model was derived, incorporating the guiding principles of the Total Quality Management/Business Excellence Models. A host of 20 elements was advocated under 5 assessment criteria, namely, Senior management leadership, KM processes, people development, continuous improvement and results orientation. A four-level self-assessment scheme was developed for facilitating users to determine the maturity status of IKM performance in organisations. An exploratory study was conducted with respondents of 18 companies in T&T. A results-oriented methodology with a self-assessment instrument (includes a set of questionnaire and facilitative tools) was used to acquire the industry practitioners’ views on the potential applicability of the IKM model. The study compared the current with the expected organisational performance and explored the relevance of integrating KM and PM practices in these participating organisations. Findings – The findings provided some useful data sources and managerial insights in integrating KM/PM initiatives with reference to groups of large enterprises vs small- and medium-sized companies in T&T. Empirical evidence showed that the self-assessment analysis could help participating organisations utilise their resources and keep up with improvement progress. The objectives, emphasis and administrative context of the KM/PM integration could be changed with varying resources, constraints and maturity status of organisations. Research limitations/implications – Future research could validate the self-assessment paradigm of KM performance in enterprises across various industry sectors, with the emphasis on human–technology–organisation interactions. Originality/value – It is anticipated that adapting the IKM model and using it for regular self-assessments could help industrial enterprises to enhance their KM and PM capabilities for attaining improvement goals. The results could facilitate information sharing of best practices and create conditions conducive to continuous performance improvement.
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Alhawary, Faleh Abdelgader, and Hanadi Al-Zegaier. "The Successful Implementation of Knowledge Management Processes: The Role of Human Resource Systems "An Empirical Study in the Jordanian Mobile Telecommunication Companies"." Journal of Information & Knowledge Management 08, no. 02 (June 2009): 159–73. http://dx.doi.org/10.1142/s0219649209002300.
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Knowledge is a resource that is valuable to an organisation's ability to innovate and compete. It exists within the individual employees, and also in a composite sense within the organisation. Therefore, it is important that organisations find a way to tap into this knowledge and effectively manage knowledge processes in order to preserve and expand its core competencies to maintain a sustainable competitive advantage. The purpose of this study is to examine the impact of human resource systems (HR planning System, HR Training System, HR Reward System, HR recruitment System) on the successful implementation of knowledge management processes (acquisition, application, sharing). Respondents consist of top/senior managers, human resource managers, and heads of departments in the Jordanian mobile telecommunication companies. A questionnaire survey was developed to collect data from respondents, a sample of 150 were selected according to a simple random sampling technique. Different statistical tools were used to test study hypotheses. The study findings shows that overall human resource systems have a significant impact on knowledge management processes. Based on the findings, the study suggest future research which can seek an enhanced understanding of the relationship of HRS with knowledge management processes in other sectors and other countries as well, since cultural differences exist among organisations, which influence employee perceptions regarding knowledge management processes. This study has implications for HR managers or decision-makers to create an organisational environment that encourages employee empowerment, integration and socialisation by eliminating all forms of barriers and red tapes, which can allow people to participate for new opportunities and foster a positive social interaction culture before introducing knowledge management initiatives.
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Freeburg, Darin. "The Knowing Model: Facilitating Behaviour Change in Organisations." Journal of Information & Knowledge Management 18, no. 04 (December 2019): 1950040. http://dx.doi.org/10.1142/s0219649219500400.
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It is incumbent upon leadership to encourage member behaviour that is beneficial to both the organisation and the members themselves. This paper outlines a context-based model — utilising the existing theories and models in Knowledge Management, Library and Information Science, and Public Health — to increase leadership’s effectiveness in this area. The Knowing Model approaches behaviour change as an issue of information content, dissemination, and use — all within a complex environment. A behaviour — one that an organisation has unsuccessfully attempted to change in the past — is identified by leadership. Leaders then analyse the extent to which members were aware of these previous efforts, integrated information about them, and acted because of them. This data is used to develop an information campaign aimed at changing the target behaviour. Because organisations likely have several information dissemination channels available to them, this model is offered as a low-cost and low-resource first step in behaviour change efforts. It will not replace more extensive efforts noted in previous models, but because of its theoretical grounding it is expected to promote change in certain areas. Approaches requiring more extensive resources can then be applied to other areas. This paper outlines the Knowing Model, strategies for information dissemination, and methods for model implementation and validation.
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Sook-Ling, Lew, Maizatul Akmar Ismail, and Yuen Yee-Yen. "Information infrastructure capability and organisational competitive advantage." International Journal of Operations & Production Management 35, no. 7 (July 6, 2015): 1032–55. http://dx.doi.org/10.1108/ijopm-12-2013-0553.
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Purpose – The purpose of this paper is to propose an inclusive research model to overcome the single perspective issues of the previous research which were looking at either on knowledge management (KM) activity, information technology (IT) applications or information infrastructure capability (IIC) independently. Design/methodology/approach – This paper reviewed and categorised five knowledge management (KM) frameworks: first, KM foundation studies; second, resource-based view studies; third, IIC studies; fourth, competitive advantage (CA) studies; fifth, organisational information processing theory studies to propose research model. Case studies based on face-to-face interviews were conducted to empirically analyse the proposed research model. Findings – An inclusive research model was suggested to redress the key limitation of past studies in this research field. Research limitations/implications – Since Asian countries are at present heading for the creation of a knowledge economy, the present study is important to assist government and researchers to develop the most suitable information infrastructure for effective KM in the organisation. The research model proposed by the present study can also become a key reference to the governments and researchers in other developing countries towards the creation of knowledge economy. Practical implications – The model proposed by the present study will help organisations to examine the performance of their current information infrastructure towards developing new business processes, techniques and decisions for effective KM in the organisations. Originality/value – The present study is one of the pioneer studies that integrating important IICs such as the integrating capability, data management capability, security capability, utility capability and collaborating capability in the research framework to assist knowledge-based companies to enhance current KM practices and attain long-term CA.
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Khodabakhshzadeh, Saeed, Taghi Khodabakhshzadeh, Soodeh Khodabakhshzadeh, and Iman Tahamtan. "Knowledge Management in the Petroleum Industry of Iran." Journal of Information & Knowledge Management 13, no. 02 (June 2014): 1450016. http://dx.doi.org/10.1142/s0219649214500166.
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Knowledge managements (KM) increases the capability of organisations and companies in today's competitive environment. It is important that managers in petroleum companies proactively prepare their organisations and its members as they begin to implement KM systems. Then, as the first step, they should assess their organisations' readiness for KM implementation. Therefore, in this paper, we chose Iran as one of the main petroleum producers in the world to study the readiness of National Iranian Oil Company for KM implementation. A questionnaire survey was conducted in the company, based on stratified random sampling technique. The paper investigated the readiness of five variables including, management support, organisational culture, IT infrastructure, human resources and organisational structure for KM implementation in the company. Results revealed that the company lacked the necessary readiness to successfully implement KM. One way Analysis of Variance (ANOVA) results indicated that there was a significant difference between the readiness levels of five KM variables. IT infrastructures and organisational structure were in higher readiness to implement KM in the company, followed by management support, human resources and organisational culture, respectively. Top management should plan to reduce weaknesses and implement a proper KM system in the company.
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Lis, Anna Maria, and Jolanta Žemgulienė. "Organisational competence vs transferability of knowledge in cluster organisations and technology parks." Engineering Management in Production and Services 12, no. 2 (July 23, 2020): 83–98. http://dx.doi.org/10.2478/emj-2020-0013.
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AbstractThe main paper aims to evaluate the impact of organisational competence on knowledge and information flows within cluster organisations and technology parks, with particular emphasis on innovative content knowledge. The paper addresses the research question: “What set of competencies of cooperating companies allows access to information and knowledge in cluster and parks structures?” The authors report their findings from a quantitative study carried out in four cluster organisations and three technology parks functioning in Poland. The research sample covered a total of 269 enterprises: 132 cluster members and 137 park tenants. The primary method of data collection was a survey questionnaire. Data analysis was conducted using the interdependence of variables, ANOVA, and logistic regression. The research showed that the surveyed enterprises from both analysed groups preferred cooperation with partners of a similar level of competence development and the same or complementary scope of competence. This set of competencies of cooperating organisations also guaranteed better access to information and knowledge resources, including confidential information and new knowledge. This study additionally indicated that the knowledge creation activities performed by the cooperating cluster organisations depended on the proximity of the competencies of organisations as well as on the nature of the information, disseminated within the cluster organisations. The theoretical contribution is related to the results obtained by analysing the phenomenon of information and knowledge dissemination in cluster and park structures, revealing the impact made by the competence proximity of cooperating organisations on the access to this such resources. Thus, the findings supplement the state-of-the-art knowledge of the concept of industrial clusters by presenting a broader view on cooperation developed in geographical proximity, based on a set of various partner competencies.
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Shahid, Syed Md. "Knowledge Management and Role of Library & Information Professionals in Indian Corporate Sector." Journal of Information & Knowledge Management 13, no. 03 (September 2014): 1450024. http://dx.doi.org/10.1142/s0219649214500245.
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Knowledge management (KM) is the process of transforming information and intellectual assets into enduring value. It connects people with the knowledge that they need to take action, when they need it. In the corporate sector, managing knowledge is considered key to achieving breakthrough competitive advantage (Kidwell et al., 2000). The purpose of this study is to explore the role of library and information professionals in India's knowledge-based corporate. This study is supposed to study new roles of librarians for maximising the value of knowledge in an intelligent organisation. The paper uses a sample comprising 10 private sector organisations. The extent of the role of a library professional in KM practices was evaluated to assess the current and potential future role in managing knowledge resources in corporate environment, to find the way the library and information professionals can contribute more to KM, study skills and competencies required for library and information professionals, challenges and problems of corporate KM, make recommendations that will promote library professionals as economic development partners and major KM roles in Indian corporate sector. The paper shows that the role of library professional in KM is favoured by the majority of corporate in India but they are also concerned about library professional's reliability, loyalty, commitment and willingness to stay in the job and better people management skills etc. Although this research presents strong evidence regarding the KM in the Indian corporate sector and role of library and information professionals, the results should be interpreted in light of the study's limitations as the study uses a sample of 10 private sector organisations where the findings may lack generalisation. The paper tries to bring forth concern areas for KM in the Indian private sector organisations and role of library and information professionals in it.
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Maharjan, Pushpa. "Relationship between Knowledge Management Enablers and Knowledge Creation Internalisation in the Nepalese Hospitality Industry." Journal of Nepalese Business Studies 13, no. 1 (December 31, 2020): 1–22. http://dx.doi.org/10.3126/jnbs.v13i1.34697.
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his paper examines the relationships between the knowledge management enablers and knowledge creation internalisation in the hospitality industry such as hotel, travel and trekking agencies in Nepal. The Nepalese hospitality industry is very competitive. Knowledge is a resource to gain a competitive advantage in this sector. It requires obtaining comprehensive information on how knowledge is managed and utilized in the hospitality industry. It is also necessary to examine the organisational culture, structure, information technology and knowledge creation internalisation that are essential in managing the performance in the hospitality industry to make it more efficient. The study is based on primary data with 382 responses. The self-administered questionnaires were used to collect the perceptive opinions from the respondents. The descriptive quantitative research designs and regression analysis were applied to develop an understanding of the research issue from 38 hotels and 59 travel and trekking agencies of Nepal stationed in the capital Valley of Kathmandu. The study concludes that the key knowledge management enablers such as collaboration, trust, learning, and information technology do influence the knowledge creationinternalization positively. Managers should promote collaboration, trust, learning and information technology facilities for employees to create knowledge in organisation.
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Steinheider, Brigitte, and Suliman Al-Hawamdeh. "Team Coordination, Communication and Knowledge Sharing in SMEs and Large Organisations." Journal of Information & Knowledge Management 03, no. 03 (September 2004): 223–32. http://dx.doi.org/10.1142/s0219649204000845.
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Knowledge has become more and more the prime resource for companies due to innovative pressure and the increasing importance of knowledge work. To maximize the innovative potential, companies are challenged to share and integrate the knowledge of their employees in project and product development teams. Knowledge sharing thus becomes essential for the success of product development and business processes. However, research has revealed that collaboration and knowledge sharing in organisations are often problematic. In this paper we investigated the impact of organisational size and team structure on team coordination, communication and knowledge sharing in German R&D departments, as well as department heads' satisfaction with team performance. Results show that communication, coordination and knowledge sharing problems correlate with the size of the organisation and the structure of teams. Department heads in small and medium size enterprises with more dynamic structures indicate fewer collaboration problems in their product development teams and higher satisfaction with team performance compared to department heads in large enterprises. These findings emphasize the influence of structural factors on knowledge sharing processes and link knowledge sharing with outcome factors such as supervisors' satisfaction with team performance.
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Zanoni, Pilar, Natalie V. Scime, Karen Benzies, Deborah A. McNeil, and Kelly Mrklas. "Facilitators and barriers to implementation of Alberta family integrated care (FICare) in level II neonatal intensive care units: a qualitative process evaluation substudy of a multicentre cluster-randomised controlled trial using the consolidated framework for implementation research." BMJ Open 11, no. 10 (October 2021): e054938. http://dx.doi.org/10.1136/bmjopen-2021-054938.
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ObjectiveTo evaluate the barriers and facilitators to implementing Alberta Family Integrated Care (AB-FICare [2019 Benzies]), a model of care for integrating parents into level II neonatal intensive care units (NICUs) care teams, from the perspective of healthcare providers (HCP) and hospital administrators.DesignQualitative process evaluation substudy.SettingTen level II NICUs in six cities across Alberta, Canada.ParticipantsHCP and hospital administrators (n=32) who were involved in the cluster-randomised controlled trial of AB-FICare in level II NICUs.MethodsPost-implementation semi-structured interviews were conducted via phone or in-person. The Consolidated Framework for Implementation Research was used to develop interview guides, code transcripts and analyse data.ResultsKey facilitators to implementation of AB-FICare included (1) a receptive implementation climate, (2) compatibility of the intervention with individual and organisational practices, (3) available resources and access to knowledge and information for HCP and hospital administrators, (4) engagement of key stakeholders across the organisation, (5) engagement of and outcomes for intervention participants, and (6) reflecting and evaluating on implementation progress and patient and family outcomes. Barriers were (1) design quality and packaging of the intervention, (2) relative priority of AB-FICare in relation to other initiatives, and (3) learning climate within the organisation. Mixed influences on implementation depending on contextual factors were coded to eight constructs: intervention source, cost, peer pressure, external policy and incentives, staff needs and resources, structural characteristics, organisational incentives and rewards, and knowledge, beliefs and attitudes.ConclusionsThe characteristics of an organisation and the implementation process had largely positive influences, which can be leveraged for implementation of AB-FICare in the NICU. We recommend site-specific consultations to mitigate barriers and assess how swing factors might impact implementation given the local context, with the goal that strategies can be put in place to manage their influence on implementation.Trial registration numberNCT02879799.
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Cichobłaziński, Leszek. "Counterproductive Aspects of Remote Work in the Context of Exchange of Knowledge." European Conference on Knowledge Management 23, no. 1 (August 25, 2022): 218–25. http://dx.doi.org/10.34190/eckm.23.1.799.
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The article is devoted to the problem of impact the remote work might have on exchange of knowledge in an organisation, with particular emphasis on the aspects of counterproductive work behaviour. Due to the COVID-19 pandemic, remote work has become an everyday element of human resources management almost all over the world. However, not all the consequences of introducing remote work on a massive scale have a positive impact. Some of them imply significant problems in organising information exchange, at levels of creation, distribution and perception of knowledge. The cognitive goal of the article is to identify remote work factors that imply counter productivity at work. The purpose of the study is to develop methods to support pro-effective work behaviour in the context of knowledge exchange in remote work. The article analysis will be based on quantitative research conducted among people working remotely. The survey was conducted in December 2021 among generation Z. For this purpose, the author used an interview questionnaire. It was completed by respondents both in a traditional way and using an online survey. Until now, attention has been paid mainly to the positive aspects of remote work, which significantly improves knowledge management in organisations. The novelty of this research relates to paying attention to counterproductive implications of remote work as well as an attempt to develop methods to overcome these implications in the field of knowledge exchange in an organisation.
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Curvelo Curvelo Magdaniel, Flavia, Alexandra Den Heijer, and Monique Arkesteijn. "Information to support strategic campus management in universities." Journal of Corporate Real Estate 21, no. 3 (September 9, 2019): 212–33. http://dx.doi.org/10.1108/jcre-10-2018-0038.
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Purpose This paper aims to underpin the importance of the availability (or absence) of campus management information (CMI) in supporting universities’ goals. Design/methodology/approach Four perspectives of campus management were used to develop a structured survey enquiring campus managers about universities’ goals, finances, users and spaces. Its descriptive analysis distinguishes two domains: campus strategy and CMI. Findings A total of 14 participant universities in nine countries provided substantial data, increasing the available CMI in each of the four perspectives compared with previous research. Three goal-related patterns driving the strategies of universities and their campuses were identified across competitive, social, economic and environmental performance aspects. Accordingly, particular CMI is discussed. Research limitations/implications The paper’s overarching approach in four perspectives challenged the collection of data, which needed to be retrieved from different departments in the organisation, with different domains (human resources, finance, facilities and organisational strategy), lingo and accountability cultures. Originality/value These findings improve the current understanding of university campuses as strategic resources enabling a variety of university goals and missions in today’s knowledge-based economy, society and cities. Moreover, the authors discuss that a more structural approach to collecting CMI may benefit universities to identify critical aspects of campus management supporting their strategies from which performance indicators can be derived and shared among campus managers with similar strategies to make better future decisions.
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Walsh, Louisa, Sophie Hill, Meredith Allan, Susan Balandin, Andrew Georgiou, Isabel Higgins, Ben Kraal, Shaun McCarthy, and Bronwyn Hemsley. "A content analysis of the consumer-facing online information about My Health Record: Implications for increasing knowledge and awareness to facilitate uptake and use." Health Information Management Journal 47, no. 3 (June 7, 2017): 106–15. http://dx.doi.org/10.1177/1833358317712200.
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Background: Low health literacy, low levels of positive belief and privacy and security concerns have been identified as a significant barrier to personal electronic health record uptake and use. An important tool for overcoming these barriers is the consumer-facing information which accompanies the system. My Health Record (MyHR) is the Australian national e-health record system, for which a large suite of online resources exists to facilitate consumer registration and use. This study uses a number of different measures of health resource quality to assess the MyHR online consumer-facing information and identify any gaps or areas for improvement. Objective: To analyse the quality and content of the online consumer-facing resources which support the uptake and use of MyHR. Method: Australian information resources aimed at healthcare consumers about the MyHR were included in this study. A comprehensive search using Internet search engines was conducted to locate all online consumer-facing resources about MyHR from both government and non-government sources. Readability (measured by Flesch–Kincaid grade level), year of publication/review, publishing organisation type, presentation style, linked websites, target audience, and themes were identified as important measures of health information quality, and these were recorded and reported on for each resource. Results: Eighty resources met the inclusion criteria. The mean Flesch–Kincaid grade level was 11.8. Most resources were created by Australian government sources ( n = 55), and the most common target audience was the general public ( n = 65). Registration ( n = 51), privacy/security ( n = 49), and benefits of use ( n = 46) were the most common resource themes. Conclusion: The authors identified a number of gaps and areas for improvement in the provision of consumer-facing information about MyHR. Readability is too high for the general Australian population, and there are few translated resources, which means that the information provided does not cater to people with low literacy levels, communication disability, and/or difficulties in understanding written English. The target audiences for resources do not reflect priority groups that were identified during the MyHR development processes. There are also gaps in information provision about how consumers can use MyHR as a tool to meaningfully engage with health professionals and services to support their own person-centred care.
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M.P., Badom, and Girigiri B.W. "Theoretical Issues in Human Resources Management: From Taylorism to Theory Z." British Journal of Management and Marketing Studies 4, no. 3 (July 19, 2021): 1–20. http://dx.doi.org/10.52589/bjmms-bo8qjchp.
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The human resources of any given organisation are the greatest assets that should be managed in order to attain desired performance goals. Thus, human resources management is the bedrock of all management activities in any formal work setting. In the bid to achieve organizational goals, there is need to manage the human resources with established knowledge which scientifically related methods yield. This is termed human resources management theory which is a system of interconnected propositions that condenses and organizes the knowledge about the social world, nay work organizations and explains the workings of the work organizations. Secondary data were garnered to elicit information for the analysis of the paper which presents relevant theories of industrial organizations and critically analysed them so as to acquaint us with the knowledge and effectiveness of the theories. This is essentially a metatheoretical schema for theories adopted in the motivation of human resources in order to attain deeper understanding of theories of human resources management.
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Saczyna, Magdalena. "Achieving Environmental Sustainability through Knowledge Management: a Survey Conducted among Corporates in the Czech Republic." Journal of Intercultural Management 7, no. 3 (September 1, 2015): 133–41. http://dx.doi.org/10.1515/joim-2015-0025.
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Abstract It is now widely recognized that knowledge assets and technological enhancements are essential strategic resources for any organisation to achieve competitive advantage and sustainability. The imperative for achieving this efficiency is in transfer of relevant information for decision-making across all levels of company structure. It can be done with well-disposed knowledge management system, that improves the overall corporate performance. This paper examines how companies in Czech Republic manage their internal knowledge associated with environmental sustainability so as to improve their overall corporate performance.
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Rahman, Mushfiqur, Chima Mordi, and Uzoechi Nwagbara. "Factors influencing E-HRM implementation in government organisations." Journal of Enterprise Information Management 31, no. 2 (March 5, 2018): 247–75. http://dx.doi.org/10.1108/jeim-05-2017-0066.
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Purpose The purpose of this paper is to investigate the factors influencing the implementation of electronic human resource management (e-HRM) in Bangladesh government organisations. Recent research evidence has shown that e-HRM played a significant role in enhancing the performance of human resource (HR) departments in private sector organisations. While similar practices are expected from government domain, there is no empirical research evidence to support this proposition. Given the significant technological advancements today, e-HRM as a strategic tool has grown to encompass seamless functionality to support organisations in providing tactical capability, reducing cost and continuous service improvement as well as the quality of service delivery. Although several private and public sector organisations have implemented e-HRM, its application within government domain in developing regions is limited. This can be attributed to the bureaucratic nature of public sector organisation, which are often slow to adopt changes. Design/methodology/approach The study adopts a qualitative and multiple case study research approach. Findings The findings provide insights into the myth surrounding the lack of and slow implementation of e-HRM among public sector organisation in developing economies but also serve as empirical data for further research. Research limitations/implications The low level in the number of public organisations that have implemented e-HRM applications in developing countries may be responsible for the dearth of empirical studies in this area. The dearth of empirical studies and the need to understand the factors that influence the implementation of e-HRM in public sector organisations led the authors to investigate the factors influencing the implementation of e-HRM in public sector organisation. Practical implications Findings from two case organisations exhibit that such an approach contributes towards more healthy and robust decisions for e-HRM implementation and specifies that it is acceptable by the case study organisations. The findings from this research can serve as a source of understanding the particular context in which the study was undertaken. Moreover, it should serve as a catalyst for understanding organisations in similar socio-politico and economic context. Originality/value This research advances and contributes to the body of knowledge as it examines factors influencing the implementation of e-HRM in Bangladesh public sector organisations and proposes a model for e-HRM implementation in government organisations in developing economies. The e-HRM implementation research presented in this paper extends recognised standards for e-HRM implementation, by bringing together influential factors – benefits, barriers and risks, thus, enabling government organisations in developing nations to produce more vigorous proposals for e-HRM implementation.
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Cormican, Kathryn, and Lawrence Dooley. "Knowledge Sharing in a Collaborative Networked Environment." Journal of Information & Knowledge Management 06, no. 02 (June 2007): 105–14. http://dx.doi.org/10.1142/s0219649207001706.
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Knowledge is a key resource that must be managed within organisations and across collaborative enterprise networks. In particular, the two major challenges that such organisations face are ensuring that they have the appropriate knowledge to support their operations and ensuring that they optimise these knowledge resources available to them. In recent years, researchers, consultants and industrialists have developed approaches in an attempt to address these requirements. Most of these approaches have been technology oriented. In other words, the implementation of information technology systems is seen as the solution to enterprise knowledge management problems. However, research indicates that organisations are still failing to convert individual skills and competencies into tangible products and services. Knowledge management is an emerging discipline and it is still not very well understood or managed in industry. Consequently, new knowledge initiatives are not exploited to their full potential. In other words, companies are not reaping the full benefits of knowledge management projects. This paper explores the key constituents to managing knowledge and examines the main problems with sharing knowledge across teams and organisational boundaries. Findings from a qualitative study suggest that the key problems to managing knowledge across a collaborative network are person centric and consequently managers should focus their efforts on improving critical areas such as motivation and trust as well as people oriented methods and tools.
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Keig, Gael, Robin L. Hide, Susan M. Cuddy, Heinz Buettikofer, Jennifer A. Bellamy, Pieter Bleeker, David Freyne, and John McAlpine. "CSIRO and land research in Papua New Guinea 1950–2000: part 1: pre-Independence." Historical Records of Australian Science 30, no. 2 (2019): 83. http://dx.doi.org/10.1071/hr18019.
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During the period 1953–69, the Commonwealth Scientific and Industrial Research Organisation (CSIRO) conducted fourteen integrated land resource surveys in the Territory of Papua and New Guinea with the aim of identifying areas suitable for accelerated development. The resulting reconnaissance-level regional survey reports and maps provided extensive baseline information for national development planning. Related disciplinary publications expanded scientific knowledge of land resources and resource use in the wet tropics more generally. Substantial botanical collections carried out during the surveys contributed to building the Papua New Guinea (PNG) national collection at the Lae Herbarium and to the establishment of what is now the Australian National Herbarium.
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Mia, Lokman, and Lanita Winata. "Manufacturing strategy and organisational performance." Journal of Accounting & Organizational Change 10, no. 1 (February 25, 2014): 83–115. http://dx.doi.org/10.1108/jaoc-10-2011-0048.
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Purpose – The extant literature suggests that an increasing number of organisations are adopting manufacturing strategies such as JIT practices to continuously improve provision of products and associated services desired by customers. The authors aim to investigate the relationship between adoption (implementation) of JIT practices and organisational performance taking into account the role of market competition and managerial use of management accounting system (MAS) information. Design/methodology/approach – Data for the study were collected from 92 general managers of Australian manufacturing organisations. Mailed questionnaire and personal interviews were used to collect the data. Findings – The results reveal that market competition and managerial use of MAS (hereafter, the use of MAS) information impact the relationship between an organisation's adoption of JIT practices and its financial performance. The results reported in prior studies on the relationship are mixed; some studies report a positive relationship while others report no relationship. This study explains with empirical evidence when adoption of JIT practices provides financial benefits and when it does not. Research limitations/implications – The results are of interest to researchers and managers to understand performance implications of adoption of JIT practices and the use of MAS information. For researchers, the results make an incremental contribution to knowledge by revealing that adoption of JIT practices is beneficial in situations where it is supported by the use of MAS information in high competition market. For managers, the results highlight that an organisation will perform better in competitive market if it adopts JIT practices and its managers' information needs are met by its MAS. Specifically, the results will help managers to decide when adoption of JIT practices is beneficial, thereby help prevention of suboptimal decisions and the associated costs. Originality/value – The study challenges the inconclusive results reported in previous studies on the relationship between firms' adoption of JIT practices and financial performance and offers explanations for those results. The results show that benefits from an organisation's adoption of JIT practices are not universal. Rather, the benefits occur in situations where the use of MAS information and market competition are high.
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Pandy, Bharti, and Priya Rao. "HR Knowledge Disclosure by Leading Banks: Cases from KSA." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (October 8, 2021): 10. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(10).
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The backbone of any economy relies on the performance of its banking industry. Besides financial capital, human resources (HR) capital plays a significant role in the sustainability of this industry. For the existence and effectiveness, the financial sector makes extensive use of human capital (Kamath, 2007). Like financial reports, human capital reporting indicates the health of any organisation. The stakeholders, around the globe, recently started showing keen interest in monitoring the effectiveness of HR. The Kingdom of Saudi Arabia (KSA), holding 27% of the GCC total banking assets (FitzHerbert, 2020), is no exception to disclosing HRrelated information in the annual reports of its banks. The banking regulatory system of KSA is almost at par with the international standards laid down concerning banking supervision. KSA's banking industry is unique as it is considered to be the leader of the Islamic world where all banks must adhere to the Sharia banking law (Kamali, 2000). The regulatory authority of the KSA banking industry, the Saudi Arabian Monetary Agency (SAMA), annually reported its HR information related to training and development, employee fairness, incentives, diversity and inclusion of female employees and people with determination. By setting an example, SAMA encourages commercial banks to follow good practices to disclose HR information in their annual reports. Though not enforced by the regulatory authority, the KSA banks recently started to disclose HR information in their annual reports. Keywords: Human resources, disclosure, HR information, Saudi Banks
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Palanisamy, Ramaraj. "Tacit Knowledge Sharing in Geographically Distributed Enterprise Resources Planning (ERP) Implementation: An Exploratory Multi-Site Case Study." Journal of Information & Knowledge Management 08, no. 01 (March 2009): 1–12. http://dx.doi.org/10.1142/s0219649209002208.
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Organisations that implement Enterprise Resources Planning (ERP) software packages are making a big commitment in terms of both time and money. Realising the ERP benefits, some organisations have successfully implemented while others have struggled, settled for minimum returns, and abandoned the system. Especially in a Geographically Distributed Environment (GDE), ERP implementation is more risky. To mitigate the risks, a knowledge sharing framework is suggested to be put in place during ERP implementation phases. The ERP implementation requires more knowledge about business processes, transaction rules, organisational structure, and other related transactions. Based on findings in an extensive study of three Canadian organisations that have gone through ERP implementation phases, this study examines tacit knowledge sharing in design, configuration, and testing of ERP systems. The lessons learned and knowledge sharing activities are given by presenting a cross-comparison of the case studies.
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Musi, Yusuf W., E. Mukulu, and M. Oloko. "How Strategic Human Resource Planning Influence Performance of Agricultural Research Institutes in Kenya." Journal of Management and Sustainability 9, no. 1 (January 24, 2019): 48. http://dx.doi.org/10.5539/jms.v9n1p48.
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Strategic planning is a tool that determines the destiny of an individual, institution or organization. Globally, competition defines strategies encompassed by institutions due to industrial economy that had been experienced to pass toward knowledge resource. Efficiency is achieved by successful utilization of resources. Organisations seek a more competitive edge at all costs and turn to more innovations in information technology. Effective measures provide decision makers with feedback on the effect of deliberate actions and influence critical decisions such as resources allocations, as well as appropriate action as may be necessary. This study was carried out in Kenya Agricultural and Livestock Research Organisation (KALRO) to determine how strategic human resource influence the performance of agricultural research organisations. It was anchored on the theory of transformational leadership theory. Information on whether research organisations apply strategic human resource planning in management was scarce. This was partly due to the little attention that was drawn on quality of services offered and feedback. Although there had been previous international studies in this field, no similar work had been conducted in agricultural-based research organisations in Kenya. This study therefore sought to establish whether strategic human resource planning could influence performance in agricultural research organizations. Survey research design was used. The study comprised of four agricultural research institutes. The Institutes had a total of 2922 employees in 2016. A structured questionnaire was administered to collect primary data. A pilot test was conducted on 10% of the total respondents to test reliability and validity. Reliability of the instrument was determined by use of Cronbach’s alpha coefficient. The Pearson’s product moment correlation was used to establish test for linearity using Statistical Package for Social Sciences, (SPSS 2018), while Analysis of Variance was used to test hypothesis. Results showed that strategic human resource management contributes to increased agricultural research performance in KALRO institutes. It is recommended that the findings of this study be embraced by other agricultural research institutions in Kenya.
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Satispi, Evi, Ismi Rajiani, Mamun Murod, and Andriansyah Andriansyah. "Human Resources Information System (HRIS) to Enhance Civil Servants’ Innovation Outcomes: Compulsory or Complimentary?" Administrative Sciences 13, no. 2 (January 26, 2023): 32. http://dx.doi.org/10.3390/admsci13020032.
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The Internet of things (IoT) has oriented organisations digitally in administrating human resources. In line with this trend, Indonesian public sectors are adopting Human Resources Information Systems (HRIS) to boost employee innovation outcomes. However, coercive pressure to implement HRIS has only resulted in fiascos for the technology, which cannot be fully considered to eliminate long, ineffective, and inefficient practices. This study examines the instrumental adoption factors to adopt HRIS in boosting employee innovation outcomes from technological, organisational, people, and social outlooks. The empirical data consisting of 500 valid datasets were obtained from public servants in Indonesia via web-based questionnaires. structural equation modelling (SEM), which was used to examine the relationship among constructs. Technology fit, organisational resources, knowledge, and social influences have positive impacts on technology adoption. However, when treated as a mediation, the negative path from HRIS to innovation outcomes implied that e-HRM reflected in HRIS implementation would not make employees innovative. The scrutinized under ability, motivation, and opportunity (AMO) framework and empirical insights clearly portray that Indonesian’s ability to fit into this framework is problematical, making technological innovation in the Indonesian public sector only complimentary, not compulsory. This study suggests that HRM reform in public organisations is a top priority if the country wishes to achieve world-class bureaucracy by 2025.
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Raziq, Muhammad Mustafa, Mansoor Ahmad, Muhammad Zahid Iqbal, Malik Ikramullah, and Maha David. "Organisational Structure and Project Success: The Mediating Role of Knowledge Sharing." Journal of Information & Knowledge Management 19, no. 02 (May 11, 2020): 2050007. http://dx.doi.org/10.1142/s0219649220500070.
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This paper looks at the relationship among elements of an organisational structure (i.e. formalisation, centralisation and integration) with project success, and examines whether the relationships are mediated by knowledge sharing. There is limited understanding with regard to how various elements of organisational structure relate to knowledge sharing and project success. Taking a contingency approach and grounding our argument in the resource-based view of the firm, we show that certain elements of organisational structures have positive implications for the project organisation. We draw on survey data from 220 respondents serving in (public and private) project-based telecom service provider firms in Pakistan. Our results show that formalisation and integration are conducive to project success, but centralisation is negatively related to project success. Knowledge sharing mediates the relationship between integration and project success for both the public and private telecom firms, but in case of formalisation, knowledge sharing mediation exists only for the public firms. Based on these results, we draw some implications for theory and practice.
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Teoh, Say Yen, and Xi Chen. "Towards a Strategic Process Model of Governance for Agile IT Implementation: A Healthcare Information Technology Study in China." Journal of Global Information Management 21, no. 4 (October 2013): 17–37. http://dx.doi.org/10.4018/jgim.2013100102.
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To remain competitive in the present dynamic environment, ‘governance for agility’ has become a key solution. Past literature paid little attention to understanding how governance for agility, particularly in regard to the delivery of Information Technology (IT) implementation. Using agile organisation and IT-governance theory as lenses to analyse data from a hospital case study, a strategic process model of governance for agility is empirically derived. This model suggests that agile healthcare information technology implementation is achievable via phase-based IT-governance strategies and forms which authorise decision makers to maneuver resources strategically in a dynamic environment. Theoretically, this study contributes to the dearth of empirical understanding of IT governance in the Healthcare IT literature and advances knowledge by making a conceptual distinction through introducing the use of phase-based IT-governance strategies and forms to generate agile organisational capabilities to achieve agile Healthcare IT implementation. The findings serve as a foundation for future research within the information systems (IS) discipline. Practitioners could plan an agile Healthcare IT implementation by referring to the model—a systematic roadmap for governing and strategising hospital resources and capabilities.
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Kucharska, Wioleta. "Wisdom from Experience Paradox: Organizational Learning, Mistakes, Hierarchy and Maturity Issues." Electronic Journal of Knowledge Management 19, no. 2 (September 5, 2021): pp105–117. http://dx.doi.org/10.34190/ejkm.19.2.2370.
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Organisations often perceive mistakes as indicators of negligence and low performance, yet they can be a precious learning resource. However, organisations cannot learn from mistakes if they have not accepted them. This study aimed to explore how organisational hierarchy and maturity levels influence the relationship between mistakes acceptance and the ability to change. A sample composed of 380 Polish employees working in knowledge-driven organisations across various industries was used to examine this phenomenon. Data collection occurred from November to December 2019. Data were analysed through OLS regression, using PROCESS software. The findings revealed that the acceptance of mistakes positively influences adaptability to change. Moreover, because of mistakes acceptance, knowledge workers in organisations with a low-level hierarchy adapt to changes more effectively than those who work in strongly (or high-level) hierarchical companies. Additionally, higher levels of hierarchy result in lower adaptability to change, which is particularly visible in mature organisations. The study's essence is the empirical proof that a high level of organizational maturity and hierarchy can be a blocker of the adaptability to change if the organisation stays on the single-loop of learning (does perfectly what it used to do). Mistakes acceptance and thanks to this, also learning from mistakes, supports organisational change adaptability. Change adaptability is vital for double-loop learning (organizational actions re-framing). Moreover, this study has exposed the paradox of ‘wisdom from experience’ empirically. Namely, it is expected that experience and maturity result in positive outcomes and increased organisational leverage. Whereas more prominent, experienced, and mature organisations face serious difficulties when changing their routines and behaviours.
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Selvanathan, Mahiswaran, Nisha Nair Surendran, Thilageswary Arumugam, Sri Jeyanthirar Subramaniam, and Noraini Mohamad Yusof. "Lecturer’s Perspective on Talent Management in Private Higher Learning Institutions in Kuala Lumpur, Malaysia." International Journal of Higher Education 8, no. 5 (October 19, 2019): 257. http://dx.doi.org/10.5430/ijhe.v8n5p257.
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Talent management has been an ongoing focus in teaching and career development among lecturers in universities. However, this effective practice lies in the conduct of certain factors in an organisation. Some of the important factors that contribute to talent management of an organisation are; the ability of lecturers to perform, organizational culture and retention practice of an organisation. Hence, this paper took a milestone in explaining the relationship among talent management and three antecedent factors; performance, organisational culture and retention. Importantly, the research focuses on academicians who are teaching Information Technology related subjects. The leading universities in Malaysia have a tendency to lose competent academicians thus creating a gap in the organisational outcome. Thus, respondents were sampled from Private Higher Learning Institutions in Kuala Lumpur, Malaysia. The data was collected from 133 respondents who have been teaching in IT related modules. Hypotheses were built based on the relationship between variables and analysed using Pearson Correlation in via the SPSS software. The results showthat two hypotheses are not supported except for one of the hypothesis on retention has indicated a significant relationship with the talent management practice of the university. Information Technology is a fast growing industry as lecturers in this field need to be constantly updated in their knowledge, skills and ability. This requires talent management. Academicians who are unable to do this with the support and motivation of an organisation may not be able to offer their services in the university. Consequently, this can lead to poor outcome on knowledge delivery to students or the turnover rate may be affected. Overall, this paper has called for good human resource practices for lecturers in the teaching profession.
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Zalainé Piros, Márta. "Study on Human Resource Management in Agriculture." Acta Agraria Debreceniensis, no. 9 (December 10, 2002): 171–81. http://dx.doi.org/10.34101/actaagrar/9/3578.
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The human factor has been reassessed with regard to strategic initiatives towards obtaining and preserving competitive advantage. Knowledge, experience and special skills are a specific form of capital, forming part of the organisations’ assets and serving as an organisational strategic resource. Their development and use require major investments, both on the part of the individual and the organisation. In a Europe undergoing integration, the quality of human resources enjoy priority among our really important values and specific features. The opportunities of the near future can be utilised, and agricultural economic organizations can survive and increase their organizational effectiveness, if they possess a basis of human capital which is able to make a shift in perspective and behaviour which is of primary importance from the point of view of incorporating market mechanisms and implementing them in practice. My investigations were focused on the current position of human resource management in a comprehensive manner; further, on the approach of top managers regarding the future. Analysing the business and other indicators of the companies studied, I have set the objective to describe the differences and special features of the human resource management practice of companies, which are different in size, operational form, and from the perspective of success or failure.Human resource management is directed to attracting, retaining, motivating and utilising labour. A given work process can be successful or unsuccessful – given the same conditions – depending on who performs it. Therefore, human resource management related tasks require special attention when enterprises are planned, established and operated. On analysing the responsibilities of human resource management, I have found that the functions and responsibilities of human resource have low or medium importance in the operation of economic organisations today. Regarding the future, top managers have expressed higher expectations of human resource management responsibilities in all areas and they consider individual functions to be more important. The establishment and operation of a human resource information system has been presented as the most important need for change. Correlation analyses have proved that the higher the sales revenues of a company, the higher the development of human resources is regarded by its manager, and the same holds for training, career support and a proper establishment and continuous evaluation of job profiles.
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García-Merino, Jose Domingo, Lidia García-Zambrano, and Arturo Rodriguez-Castellanos. "Impact of Relational Capital on Business Value." Journal of Information & Knowledge Management 13, no. 01 (March 2014): 1450002. http://dx.doi.org/10.1142/s0219649214500026.
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Intangible resources, or intellectual capital, are currently known to be the drivers of economic growth. Today's society is known as the knowledge-based society. Knowledge is the main strategic resource that is capable in itself of generating new knowledge. Therefore, intangible resources have become the competitiveness base for any company, as their ownership provides the company with the opportunity to generate sustainable competitive advantage and increases the value of the company. One of the most important dimensions of intellectual capital is the relational capital (Prahalad and Ramaswany, 2000). Relational capital is defined as the knowledge embedded in the relationships with any stakeholder that influences the life of the organisation. Relationships with stakeholders are the necessary condition for building, maintaining and renewing resources, structures and processes over time, as firms can access critical and complementary resources through external relationships. Some authors [Prahalad, CK and V Ramaswamy (2000). Co-opting customer competence, Harvard Business Review, 78(1) 79–87.] suggest that the customer has become a new source of obtaining competitive advantage for the organisation. The customer and satisfaction have become the aim of companies as it is only way to attain sustainable performance. Companies that improve their relations with their clients, and the satisfaction of the latter, will therefore achieve a better business performance and will increase their value. There is a gap in the literature about this topic. Few works have been done in this aspect; for that, our research thus seeks to analyse whether customer satisfaction is reflected in the total value of the intangibles. A sample of the main Spanish companies, those quoted on the IBEX-35 (the main index of reference of the Spanish Stock Exchange, comprising the 35 companies with greatest liquidity on the Spanish Stock Exchange) are included and the relationship between the relational capital, measured by satisfaction of customers variable, and the total value of the company has been analysed. A positive relationship is then obtained between both variables, that is, improved customer satisfaction is positively associated with an increased business value, but that is not statistically significant.
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Jin, Tao, and Boryung Ju. "Towards Understanding the Perceptions of Information Professionals about Competitive Intelligence Work." Journal of Information & Knowledge Management 13, no. 02 (June 2014): 1450011. http://dx.doi.org/10.1142/s0219649214500117.
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Little is known about how information professionals perceive themselves in the competitive intelligence (CI) work domain. There is a dearth of scholarly attention on their social identities in CI, their involvement with CI, and how their engagement impacts the usage of corporate information agency resources by CI practitioners. The goal of this study is to create a benchmark knowledge base addressing these issues. We developed five constructs — awareness of CI functioning in the organisation, perceived identity toward CI, perceived involvement in CI work, frequency of interactivities with CI practitioners, and perceived usage of corporate information agency resources — and attempted to propose and validate a causal model connecting these constructs. Data were collected through a survey of 86 information professionals, and analyzed using descriptive statistics and partial least squares (PLS). Our major findings include: few respondents identified themselves exclusively as CI professionals; the respondents collectively had a low CI-involvement level; perceived identity influenced perceived involvement; and both perceived involvement and frequency of interactivities influenced the usage of corporate information agency resources. These findings could influence the design of future CI programs and the education programs for new information professionals.