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Knowledge management in chemical industry is very important. Increasing globalization trends, information and Communication technologies developments including the network community expands, new media and educational innovations have enabled us to use technology to learn more as well as more efficiency and management on knowledge. Human capital plays an important and effective role in the productivity of organizations and therefore a significant share of the organization's resources is spent on training and development of human resources. But when human capital is to be exploited, it can be expelled from the organization for a variety of reasons (internal or external), and failure to record its experiences can cause irreparable damage to the organization. Knowledge management in the modern age has made dramatic changes in management disciplines. Knowledge management seeks to capture the knowledge, wisdom and value-added experiences of employees as well as to implement, retrieve and maintain knowledge as an organization's assets. Implementing and implementing a knowledge management system is one of the vital ways to record and refine and share the experiences of individuals in the organization. In this study, considering the positive and negative effects of the LMS learning system on learning, we examine its effects on knowledge sharing and then knowledge management. Using the questionnaire, we collect the data and analyze the effects by regression analysis. [ABSTRACT FROM AUTHOR]

This study aims to investigate and identify the factors affecting the empowerment and implementation of knowledge management in organizations as well as the impact of knowledge management on organizational performance. This study also examines the mediating role of human capital in the relationship between knowledge management and performance of Kabul Steel Plant, which is the largest steel plant in Afghanistan. The research model was developed through the literature review. The initial data were collected through a questionnaire containing 48 questions. Participants were 108 managers and administrative staff of the company. The collected data were analyzed by using the SPSS and SmartPLS software. The hypotheses regarding the impact of strategy and technology on knowledge management were rejected by using correlation analysis and t-test statistic. Finally, the findings showed the positive effects of variables of structure, culture, leadership, and trust on knowledge management in an organization. Also, knowledge management influences the organizational performance, both directly and through the mediating variable of human capital. This research encourages the managers and employees of organizations to use the available organizational resources to implement knowledge management in organizations and improve knowledge management practices and human resources that are the most valuable resources of any organization in order to remain competitive in the markets. [ABSTRACT FROM AUTHOR]

The public sector must respond to the citizens’ demands with speed and innovation. This ability can prevent many deaths, as in the case with the Covid-19 pandemic. The present study has the general objective of identifying the influence of human intellectual capital on the public sector capacity to innovate. To this end, 158 public servants, who occupy leadership positions in the municipal public administration of the city of Latin America (Santiago - Rio Grande do Sul - Brazil), were interviewed. The statistical technique used was exploratory factor analysis and, through the analysis of the main components, two human capital factors were extracted: training and skills, values ​​and attitudes, in addition to the constructs of innovation capacity: services and processes, organizational and institutional. The study tested the hypothesis that all human capital factors are positively, significantly and directly related to the dimensions of innovation capacity. The most relevant index of correlation was identified among the variables: values ​​and attitudes, and the capacity of services and processes. Therefore, the case of study verified the positive, direct and significant influence of human intellectual capital with the public sector capacity to innovate, specifically, in the local / municipal public administration in question.

The study aims to form and test a knowledge management model for universities, which made it possible to identify the most influential factors and their relationship with knowledge management processes. The sample of the study (N = 100) included members of the administrations of the United Arab Emirates universities, senior students (graduate students) and teachers. The data were collected based on a Google Forms questionnaire (65 questions). The model includes 6 main factors: leadership, organizational culture, organizational structure, human resources, information technology, measurement and control. It is assumed that the favourable influence of these factors will contribute to the effective implementation of the knowledge management process. Statistical analysis of the collected data was performed in SPSS and EViews. The model was verified with the help of the root-mean-square error of approximation. The factors "organizational culture", "human resources", "organizational structure", as the processes of creation, storage and use of information demonstrate the highest degree of compliance (value is 0.5 and below). Internal consistency was checked by calculating Cronbach's alpha (total Cronbach alpha is 0.97). To assess the existing relationships between the processes and factors of knowledge management, an analysis of Spearman's ρ correlation was performed (confidence level is 99%). The findings of the study show that the factor "organizational culture" has the greatest impact on the process of creating knowledge, and the factor of the organizational structure considerably affects knowledge management. It has been concluded that information technology is the least influential factor in the knowledge management process. The model demonstrates that the greatest influence of the "leadership" factor can be observed in the context of the process of applying knowledge. The validity of the model makes it possible to argue that it can be used as a public policy tool for the implementation of knowledge management initiatives in universities. The practical significance of the research lies in the fact that on the basis of the model described in the study, it is possible to perform a preliminary assessment of the knowledge assets of universities in order to improve the process of knowledge transfer in education and research. The model will provide university administrations with an opportunity to identify areas for improvement in order for the knowledge management process to be more effective, which ultimately should result in the creation of human capital that meets modern needs. [ABSTRACT FROM AUTHOR]

Copyright of Global Journal of Economics & Business is the property of Refaad for Studies, Research & Development and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

We introduce a knowledge-in-practice framework for understanding the nature of work and use this framework to peer into the black box of knowledge management (KM) and to explore the relation between KM activities and performance. The knowledge- in-practice framework describes knowledge characteristics of work practices along two dimensions: tacitness and learnability. We propose that adopting KM activities that match the tacitness and learnability of organizational work settings will have a positive effect on desirable performance targets for each work environment. Our framework offers a new lens for defining work and work settings. We identify patterns of KM activity that are believed to be maximally effective within each work setting and offer an enhanced contingency-based explanation of the association among work settings, KM initiatives, and performance. These ideas challenge the belief that KM activities always contribute to better performance and that the greater the investment in KM the better. [ABSTRACT FROM AUTHOR]

Knowledge is the currency for any nation as it can be used for achieving sustainable development and competitiveness. Knowledge has to be created, maintained and nurtured, in other words, managed. Knowledge management is a well-known practice for businesses, but it is less elaborated as theory and practice at the national or regional level. This paper argues that the objective of the European Union (EU) to become a knowledge-based and competitive region requires knowledge management throughout the region, which is not a tangible practice at present. The EU is interested rather in harmonizing industrial policy and financial and banking practices, and delegate knowledge creation and management to the member states. In conclusion, knowledge management practices are very different in the member states. In Central and Eastern Europe, for example, human resources are utilized for the advantage of the value chain operations of the corporations from the developed countries of the EU. This paper argues that a system with weak elements cannot be successful in the long run. Therefore, if Europe wants to be a harmoniously developing and competitive entity, it has to nurture and develop human capital in a balanced manner in every member country. Otherwise, parts of the Union will develop slowly, and may be stuck in the so-called middle income trap, creating not only economic but also social development problems for the EU. [ABSTRACT FROM AUTHOR]

Copyright of Revista Espacios is the property of Talleres de Impresos Oma and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Serbian Journal of Management is the property of Serbian Journal of Management and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Organizational learning has become important in educational institutions due to the necessity to have trained personnel. The problem that arises is the lack of congruence between the development of classes, the management's requirements and the given training. The objective of this paper is to propose a methodology and acquiring a collective learning for its human capital considering a knowledge management approach. The proposal allows the identification, documentation and transfer of knowledge using as information technology the SharePoint tool as an aid for its implementation. As a result, we obtain a methodology that disseminates knowledge and accurately shows the training that the staff needs or does not need. It is concluded that the methodology provides an innovative way to manage the knowledge of teachers, and serves as an aid in the decision-making process regarding trainings, selection of personnel, among others. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to examine the disruption-adaptation associated with knowledge management (KM) of entrepreneurial multitasking of top strategy and tactics executive (TSTE) succession in positions responsible for both S and T. This provides insight into KM and firm performance during turbulent periods. Design/methodology/approach: The study examines investor's opinions of human capital in the context of managerial succession. The data was based on 900 publicly available appointment announcements between 2006–2014, allowing for the examination of 459 observations of succession in 51 industries. Findings: The findings indicate that the relationship between KM of entrepreneurial multitasking and firm performance was more positive for high innovation firms than for low innovation firms. As well, the relationship between investors' opinions of a top executive manager's human capital and firm performance is more positive for small firms than for large firms and more positive for high innovation firms than for low innovation firms. Research limitations/implications: The study contributes to the literature by systematically examining the announced appointment of executives in one context where KM of entrepreneurial multitasking is prevalent – across marketing strategy and sales tactics (hereafter, S and T) responsibilities – for multiple firms listed at major US stock exchanges across a wide range of industries, using lagged performance data to discern performance outcomes. It highlights important issues related to organizational structure and human capital for firm performance and KM in dynamic environments. Further research could examine the impact on firm performance of a change in structure – from a joint sales and tactics position to a sales or tactics position and vice versa. By studying the impact of change to and from an intertwined position, future scholars can determine the level of risk stemming from coordination uncertainty changes with time. Practical implications: Of practical relevance, the study shows that vesting dual responsibility for S and T in one executive during managerial succession may not be as universally valuable or adaptive as previously thought. One practical extension of this research may also be that larger firms that are more likely to have clearly defined silos may find that such vesting of multitasking responsibility not as valuable. High innovation and small firms may gain from new executives' multitasking responsibility for S and T. Thus, firms should think twice before vesting S and T responsibilities with one incoming executive during the leadership change. Social implications: Responsibility for both S and T compounds ambiguous accountability, frequently leaving the locus of customer-related problems unclear, and therefore unsolved. Originality/value: Extant research has overlooked the relationship between the top management team's (TMT) abilities to multitask firm performance over time across contexts of external and internal change, operationalized as firm innovation and firm size. Nor have studies explored the firm performance implications of external stakeholders' opinions of such human capital across these contexts. A novel measure of executive-specific human capital – abnormal returns generated the appointment announcement, is introduced. Understanding the capability of a top executive to simultaneously multitask both S and T responsibilities is a critical component of KM; also relevant are investors' opinions of their human capital, a particular oversight given the challenge of the "great transformational leader" with servant leadership theory (Carayannis et al., 2017; Gregory Stone et al., 2004). [ABSTRACT FROM AUTHOR]

This article examines the preconditions necessary for the successful operation of the open innovation platform and applications in Turkey. In open innovation, firstly the applications in the world are explored and then the methods developed are introduced. Open innovation platforms differentiate according to the participants' freedom of providing ideas and the conditions of selection. Open innovation is designed to mobilize external resources that institutions do not own. In design, why stakeholders need to present ideas, and a way to compare the ideas have to be addressed. The open innovation practices do not see enough attention in Turkey. The first initiative is closed in Turkey. A few big firms exploit the internal open innovation platform. As in South Korea, small and mediumsized companies need open innovation support by public or chamber associations. Developing human capital can be done by giving attention to the ideas of the employees and realizing their suggestions. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to understand factors that motivate an individual to seek knowledge on knowledge management systems. Specifically, the work seeks to clarify the impact of organizational practices on an individual's intention to seek knowledge. The overarching theme is to broaden the current understanding of factors that impact individual knowledge seeking behavior and narrow down factors for which interventions can be developed. Design/methodology/approach: In-depth interviews were conducted with the members of knowledge management (KM), human resources (HR) and learning and development teams of Robert Bosch Engineering and Business Solutions Private Limited (RBEI) to understand knowledge behaviors of employees. Subsequent to an exploratory analysis, the survey methodology was used to collect data from members of RBEI. A proposed theoretical model was then validated using partial least squares. Findings: Empirical findings suggest that to motivate participation, organizational KM practices need to be geared towards promoting curiosity and engaging learners. Results indicate that overt recognition of knowledge seeking behaviors by HR could be counterproductive. Research limitations/implications: This study was limited to an MNC engineering organization in one geographic location; one must be cautious when generalizing these results. Replicating this study in multiple organizations will help mitigate this limitation. Originality/value: Little is known on the effect of KM and HR practices on knowledge seeking behaviors. This work addresses this gap and presents a comprehensive model. [ABSTRACT FROM AUTHOR]

Copyright of Human Resource Management / Zarzadzanie Zasobami Ludzkimi is the property of Institute of Labour & Social / Instytut Pracy i Spraw Socjalnych and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study identifies a technique to measure the intellectual capital in a higher education institution, based on the evaluation of the efficiency of the investment in scientific research, through the allocated economic resources, in relation to the components of the intellectual capital: human capital, structural capital and relational capital. Using an ANCOVA regression model with panel data, the registered incomes and expenses are accounted. Significant statistical differences between the three components is evidenced, being the structural capital the most relevant. This allows demonstrating the efficiency in the allocation of the resources, management and incentives institutional competence in the management and transfer of new knowledge to the society. [ABSTRACT FROM AUTHOR]

Background: The economic well-being of any organisation in the world today significantly depends on the intellectual capital possessed by these institutions. However, with its richness in intellectual capital, some higher learning institutions in Tanzania are facing financial hardships. Objectives: To establish methods used by Tanzania's higher learning institutions in managing the intellectual capital in their possession, with the focus of establishing a link between such practices and the financial performance of such institutions. Methods: This study was conducted using a multiple case study design, employing a purely qualitative research approach. Purposive sampling technique was used to involve respondents in this study. Collected data were analysed using thematic content analysis. Results: The visited institutions had a wide range of intellectual capital such as human, relational and structural capital. The intellectual capital found was managed using various methods, including careful recruitment of staff and knowledge-sharing strategies. Although the practices of managing some aspects of such capital were at a very basic level at the registry points, the practice was found to be very important for the economic well-being of the institution. Conclusion: Tanzania's higher learning institutions possess a wide range of intellectual capital, and its management methods vary depending on the aspect of such capital. More importantly, the intellectual capital had a significant link with the financial performance of the institutions. However, the process of managing intellectual capital faced some challenges, including improper succession planning and the lack of a sharing culture. [ABSTRACT FROM AUTHOR]

Copyright of SKEI - International Interdisciplinary Journal / Medunarodni Interdisciplinarni Casopis is the property of University Vitez, Bosnia & Herzegovina and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

In the future, students should jointly discuss problems and ideas from theses in different departments, such as quality management, human resources, database management systems and artificial intelligence, both by videoconferencing and also visiting the students of the other university. The goal - Europe's universities working in education using new teaching methods such as tele-tutoring and research collaborating closely - can step by step be achieved through such measures. (Cf.: Macron, 2017). [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this paper is to try to profess that human resource management and knowledge are key antecedents, the amalgamation of which helps in developing the human capital (HC) which in turn generates employee's service innovative behavior. Previous researches have studied the combination of human resource management (HRM) and knowledge perspective but not explicitly, there remains a significant gap and the HRM-innovative behavior literature remains unexplored. Design/methodology/approach: SPSS 21, AMOS 21 and SAS 9.1 software were used to calculate the reliability of the scales, convergent, discriminant validity and overall fitness of the proposed model. SPSS macro called PROCESS was used to determine the indirect effect if any. Further, hierarchical linear modeling was performed to test the group level effect on the proposed model. Findings: The research work confirms the role of knowledge-based human resource management (KHRM) practices as a precursor to HC, thus influencing the employee service innovative behavior when the person–organization fit is high rather than low. The literature has also elaborated on the central role of knowledge mechanisms in influencing a firm's capability to support novel ideas and creative work patterns. Originality/value: The present study has tried to investigate a very novel topic, i.e., KHRM practices whose literature are negligible. The research work has highlighted as to how KHRM practices which are basically non-tangible, rare, non-imitable can influence the innovative work-behavior of employees in a less knowledge-intensive industry such as the tourist hotels. [ABSTRACT FROM AUTHOR]

Ministry of Science, Research and Technology in charge of the production of knowledge, and develop the country's research and knowledge as a key organization in this respect and the Organizational capital is an important subject in this ministry. If the Ministry is responsible for knowledge management, must be able to make it in better condition on their organization. This study is seeking for response to the question whether there is a significant relationship between intellectual capital to create and transfer knowledge and the creation and transfer of knowledge and intellectual capital of the Ministry of Science, Research and Technology? The research hypotheses are: there is a relation between the creation and transfer of knowledge and intellectual capital (main hypothesis) as well as there is a relation between human, structure and communication factors and the creation and transfer of knowledge within the Ministry of Science, Research and Technology (three sub-hypothesis). The population of the research staff of the Ministry of Science, among them 227 subjects were selected by cluster sampling method. Research Tool was a questionnaire (alpha= 0/864) and the results shows that human, structure and communication factors has a relation whit creation and transfer of knowledge in SRT ministry.

The transformation of the tacit knowledge of a company's human resources into permanent organizational capital in spite of possible staff turnover is of business interest. This research focuses on the management of tacit knowledge to resolve labor incidents and reduce resolution times. We present the GESTAC model, a name derived from the first syllables of the Spanish words "gestión" (management) and "tácito" (tacit), which identifies, locates and rates people in the business domain capable of resolving a labor incident logged by a user employed by the company. In order to achieve its objective, the GESTAC model follows the tacit knowledge management paradigm, according to which tacit knowledge that could eventually resolve the logged incidents is identified, captured and stored in a permanent database, and then evaluated and disseminated to the people who have need of the knowledge. This could lead to the knowledge source being automatically rerated, and the entire process restarted. The aim is to contribute to the state of the art, showing that by applying tacit knowledge management to a specific domain the GESTAC model is able to reduce incident resolution times with respect to traditional systems. The model was prototyped (GESTAC_APP) using the multiagent systems paradigm. [ABSTRACT FROM AUTHOR]

This study examined the process by which individual knowledge is transformed into organizational knowledge by clarifying the sensemaking process. Although several earlier studies on organizational learning have argued that knowledge sharing among members is important, research detailing the development of the knowledge‐sharing process is relatively rare. The current study addresses this gap by using a qualitative case study of a Korean government‐funded organization to examine the organizational knowledge‐sharing process. The findings suggest that learning for organizational knowledge generation depends on participation and communication and requires voluntary, dynamic interactions based on intersubjectivity among the organization's members. This study has important theoretical and practical implications for future research on organizational knowledge sharing and provides a new theoretical framework for the field of human resource development. [ABSTRACT FROM AUTHOR]

The country's achievement of the state of the knowledge economy is determined by the effectiveness of knowledge management processes, which on the other hand has a decisive for ensuring the competitiveness and enterprises' financial and economic success of any field of activity and ownership. The main carrier of knowledge is a person who during life gradually passes through various stages of the life cycle and development, each of which has its own peculiarities of their accumulation and using. The activation of these processes for Ukraine is of paramount importance because of the rather high human potential and the unsatisfactory level of its use—in recent years because of the sociopolitical crisis has a negative trend of change. The research is characterized by patterns of accumulation of knowledge during a person's life with the concretization at each stage of the probable correlation of the volumes of knowledge, the main factors of their acquisition or the preservation of the directions for their change. The concrete strategic decisions that should be adopted at the enterprise with the purpose of activating the processes of knowledge management taking into account the formulated regularities were justified. Orientation of the company's management to the maximum coverage of all stages of the life cycle of a person is the basis for attracting or education talents and creating an innovative leap on this basis. [ABSTRACT FROM AUTHOR]

The Problem: Meta-science, that is, science about science, is an application of scientific method to explain and control the methods and enterprise of science. The field of inquiry of meta-science emerged originally in reaction to problems with reproducibility and replicability of seemingly settled science. These same problems could affect research evidence conducted by human resource development (HRD) researchers and, as a result, could limit the applicability of HRD research outcomes to HRD practice. The Solution: Discussed in this article are examples of meta-scientific issues and solutions that ultimately affect the transition of knowledge derived through research to practice in the field of HRD. Problems with the reproducibility and replication of research conducted in the field are detailed as are meta-scientific issues involved in judging the quality of scientific work, methodology-agnostic applications of meta-scientific inquiry, requirements for sharing data and code, and the need to let theory guide research. The Stakeholders: Researchers would benefit from the considerations of meta-scientific concerns in the design, conduct, and reporting of research to improve the replicability and reproducibility of research outcomes. Knowledge of meta-scientific principles and cautions by adopters of research outcomes would inject healthy skepticism into decisions about whether research outcomes are worthy for application in practice or to guide future research. [ABSTRACT FROM AUTHOR]

Purpose: Drawing on the ability–motivation–opportunity theory applied to the greening of service industries, this paper aims to analyze the extent to which green human resource management plays a role in the adoption of eco-efficiency principles in the financial sector. Environmental knowledge management represents one of the key green human resource management components. Design/methodology/approach: This study conducted a survey with 178 employees working within one of the largest financial banks in Brazil, which has been investing in eco-efficiency for more than ten years. Findings: On the basis of structural equation modelling, this study has provided the following findings: Among all factors taken into consideration in this study, only environmental training positively influences eco-efficiency; training may be suffering owing to barriers associated with empowerment and teamwork; the eco-efficiency program of the studied company would get benefits if it provided more autonomy to employees; and finally, the eco-efficiency program of the studied bank could be more effective if connected with green teams. Originality/value: To date, this is the first work that relates – with empirical evidence from Brazil – GHRM and eco-efficiency in the financial service industry. [ABSTRACT FROM AUTHOR]

We examine the role played by subsidiaries' human resource (HR) practices in the development of subsidiaries' knowledge stocks (defined as human and social capital) and the association of such knowledge stocks with knowledge transfer from subsidiaries to headquarters in multinational corporations (MNCs). Drawing on a survey of 151 Australian subsidiary senior executives of U.S., German, and Japanese MNCs, our findings suggest that the role of subsidiaries' HR practices lies in nurturing ties between a subsidiary and its external stakeholders and in accumulating knowledge of strategic importance not only for the subsidiary but also for its headquarters. © 2009 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

Economic and social relations are undergoing radical change, expressed in such concepts as "knowledge economy," "weightless economy," "postindustrial society," and "information society." The literature suggests the arrival of a distinct new factor of production--intellectual capital--replacing or perhaps supplementing land, labor, and capital. We give a historically informed theoretical exposition of capital as the durable result of past production processes, transforming future production while not being transformed itself and associated with a particular economic actor. We then construct a taxonomy of the possible characteristics and location of intellectual capital in postindustrial production. [ABSTRACT FROM AUTHOR]

The Society for Human Resource Management has conducted research to determine how the HR profession is perceived by other, non-HR executives. The results present a mixed acceptance of HR professionals. The author contends that successful HR professionals today and in the future must be competent, curious, courageous, and caring about people—the four Cs. Each area is broken down into separate components, and examples from various companies' HR roles are used to demonstrate how each quality works to make the HR function an inherent valuable asset. © 2005 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

The contributors to this special issue provide unique perspectives and insights about the future of human resource management, and many of their ideas present opportunities for future research. Our intent is to focus on identifying and briefly discussing the key needs and directions suggested by these articles. The discussion is organized around four general themes: the HR function and its impact, the roles of HR professionals, the value of HR competencies, and the HR implications of globalization. © 2005 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]