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In the knowledge-based era, knowledge is the distinctiveresource of organizations and knowledge management (KM) isconsidered as the primary task of organizations that strives to utilize theirintellectual capitals effectively. Hence it is vital to understand carefullythe appropriate contexts and enablers of knowledge management.Organizational culture is among the most influential factors affecting thequality of accomplishing KM practices. In spite of this vital effect, its rolehas not been studied carefully. This article tries to explore the correlationof the four types of organizational culture on the knowledge managementpractices. It will investigate the way in which these cultures can facilitateor hinder KM practices. The population of the research consists ofeducational and research centers. A sample of 275 participants wasselected as statistical sampling. According to the research findings, theseorganizational cultures have a considerable effect on the KM practices.Clan and adhocracy organizational culture have a powerful positiverelationship with KM practices, but this effect was negative for marketand hierarchical cultures. These findings support the necessity ofadopting a more humanistic approach for implementing knowledgemanagement more effectively.

Within Aotearoa New Zealand there is growing interest in positive youth development (PYD). A PYD approach provides balance to narratives surrounding outcomes for youth and broadens our views of what we consider beneficial developmental outcomes. In the current study we used sail training as a method to promote PYD in Māori and New Zealand European adolescents. Specifically, 54 Māori and 37 New Zealand European adolescents completed the 7-day youth-development voyage on-board the gaffed rigged schooner, R. Tucker Thompson. We demonstrate that, for both Māori and New Zealand European adolescents, psychological resilience, self-esteem, and positive outlook on life increased from the first day to the last day of the voyage. In addition, we demonstrate that the increases in psychological resilience were driven by the social/collective identity adolescents formed with their group over the course of the voyage. [ABSTRACT FROM AUTHOR]

Background: Performance monitoring might have an adverse influence on call center agents? well-being. We investigate how performance, over a six-month period, is related to agents? perceptions of their learning climate, character strengths, well-being (subjective and psychological), and physical activity. Method: Agents (N = 135) self-reported perception of the learning climate (Learning Climate Questionnaire), character strengths (Values In Action Inventory Short Version), well-being (Positive Affect, Negative Affect Schedule, Satisfaction With Life Scale, Psychological Well-Being Scales Short Version), and how often/intensively they engaged in physical activity. Performance, ?time on the phone?, was monitored for six consecutive months by the same system handling the calls. Results: Performance was positively related to having opportunities to develop, the character strengths clusters of Wisdom and Knowledge (e.g., curiosity for learning, perspective) and Temperance (e.g., having self-control, being prudent, humble, and modest), and exercise frequency. Performance was negatively related to the sense of autonomy and responsibility, contentedness, the character strengths clusters of Humanity and Love (e.g., helping others, cooperation) and Justice (e.g., affiliation, fairness, leadership), positive affect, life satisfaction and exercise Intensity. Conclusion: Call centers may need to create opportunities to develop to increase agents? performance and focus on individual differences in the recruitment and selection of agents to prevent future shortcomings or worker dissatisfaction. Nevertheless, performance measurement in call centers may need to include other aspects that are more attuned with different character strengths. After all, allowing individuals to put their strengths at work should empower the individual and at the end the organization itself. Finally, physical activity enhancement programs might offer considerable positive work outcomes. [ABSTRACT FROM AUTHOR]