Organizational resource and resilience in tourism

2021 ◽  
pp. 103322
Author(s):  
Seongsoo Jang ◽  
Jin Suk Park ◽  
Youngseok Thomas Choi
Keyword(s):  
Organizational Resource

Temporal typifications as an organizational resource: Experiential knowledge and patient processing at the emergency department

2021 ◽  
pp. 0961463X2110318
Author(s):  
Marius Wamsiedel
Keyword(s):  
Emergency Department ◽  
Temporal Distribution ◽  
Experiential Knowledge ◽  
Moral Evaluation ◽  
Sense Making ◽  
Healthcare Settings ◽  
Organizational Resource ◽  
Sociological Literature ◽  
Common Strategy ◽  
Admission Interviews

The connection between time and power has been studied extensively. A common strategy through which street-level bureaucrats exert power and dominance over their clients consists of imposing protracted waiting and maintaining uncertainty regarding the outcomes of waiting. In this study, I argue that another facet of power in organizations is related to the temporal typification of cases. By exploring the triage work in two emergency departments (EDs), I show that nurses and clerks identify patterns in the temporal distribution of visits and attach clinical and moral meanings to them. The temporal typifications are sense-making devices through which triage workers orient to patients. They form a stock of tacit experiential knowledge that delineates specific expectations about the legitimacy of cases and the worth of patients. These expectations impact the unfolding and structure of triage admission interviews and contribute to the prioritization of cases. The study brings into conversation the sociological literature on time and power with the study of the moral evaluation of patients to examine temporal typifications as an organizational resource in healthcare settings. It contributes to a better understanding of triage workers’ experiential knowledge and the practical accomplishment of moral evaluation in EDs.

scholarly journals Evaluating the Knowledge of Small and Medium Enteprises’ Managers in Presenting the Information on Financial Statements toward International Integration

2021 ◽  
Vol 3 (3) ◽  
pp. 689-699
Author(s):  
Phi Thi Diem Hong ◽  
Phan Le Trang ◽  
Nguyen Thi Hai Binh ◽  
Tran Nguyen Thi Yen
Keyword(s):  
Financial Statements ◽  
Business Environment ◽  
Assessment Model ◽  
International Integration ◽  
Business Decision ◽  
Main Research ◽  
Organizational Resource ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
Strategic Perspective

In the context of international integration, managers’ knowledge plays an important role as a valuable organizational resource from a strategic perspective and a foundation for competitive advantage in business environment. The aim of this paper was to build assessment model and attest it in the case of Vietnam’s Small Medium Enterprises (SMEs) regarding manager’s knowledge in preparing the information on financial statements. By analyzing current relative standards (including international and national systems) and two basic assessment models (ASK by Bloom et al. (1956) and BKD by Shinseki (1999)), the study developed to identify the assessment criteria of the manager’s knowledge as one main research objective. The research data of 71 SMEs in the sample showed that: (i)The relationship between managers’ background and their understanding about information on their financial statements was a negative linkage; (ii) The number of managers using their financial statements to make a business decision was very low; and (iii) The most important criteria on the financial statement in their views were profits and revenues.

Knowledge Management

2007 ◽  
pp. 25-44
Author(s):  
Petter Gottschalk
Keyword(s):  
Knowledge Management ◽  
Increasing Returns ◽  
Organizational Resources ◽  
Time And Space ◽  
Organizational Resource ◽  
New Knowledge ◽  
The Future

Knowledge is an important organizational resource. Unlike other inert organizational resources, the application of existing knowledge has the potential to generate new knowledge. Not only can knowledge be replenished in use, it can also be combined and recombined to generate new knowledge. Once created, knowledge can be articulated, shared, stored, and re-contextualized to yield options for the future. For all of these reasons, knowledge has the potential to be applied across time and space to yield increasing returns (Garud & Kumaraswamy, 2005).

Understanding the Composition of Knowledge Management Capability

2010 ◽  
pp. 68-87 ◽  
Author(s):  
Ronald Freeze ◽  
Uday Kulkarni
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Knowledge Assets ◽  
Knowledge Resources ◽  
Management Capability ◽  
Organizational Resource ◽  
Knowledge Lifecycle ◽  
Knowledge Management Capability ◽  
Common Understanding ◽  
Practice Literature

Knowledge assets are an important organizational resource. Both research and practice literature has recognized that, if managed properly, knowledge resources have the potential to contribute to a firm’s performance. Yet, the way in which organizations build knowledge management (KM) capability is relatively poorly understood. The diversity of knowledge assets existing within organizations makes it difficult to have a common understanding of how to utilize the knowledge resource most effectively. Drawing from both Resource Based View and Organizational Learning literature, the authors present a Knowledge Management (KM) framework that describes distinctly different types of knowledge assets within organizations. KM traditionally encompasses a range of activities associated with the knowledge lifecycle, including creation and capture of knowledge, transfer or sharing of this knowledge, and its application and reuse in organizations. While explicating the characteristics of the different knowledge assets, our KM framework describes the unique activities required to manage these assets. Using this framework, organizations can evaluate their knowledge needs and selectively invest in knowledge resources, focusing on the activities required to manage them effectively. The authors believe that this framework will allow organizations to build optimal KM capabilities dictated by their business needs and goals, and in alignment with their overall business strategy.

scholarly journals Role of Knowledge in Management of Innovation

Resources ◽  
2019 ◽  
Vol 8 (2) ◽  
pp. 87
Author(s):  
Yury Nurulin ◽  
Inga Skvortsova ◽  
Iosif Tukkel ◽  
Marko Torkkeli
Keyword(s):  
Decision Making ◽  
Innovation Management ◽  
Rapid Development ◽  
Innovation Process ◽  
Integrated Approach ◽  
Point Of View ◽  
Organizational Resource ◽  
Development Processes ◽  
Systemic Understanding

Knowledge has always been, and still is, a crucial source of economy. However, during the past few years we have seen a growing interest in treating knowledge as a significant organizational resource for innovation. This trend coincides with the rapid development of ICT, indicating the strong influence that ICTs have on the processes of creating, disseminating, and using knowledge. At present, issues of innovation management and knowledge management are studied independently, which creates a certain gap in the systemic understanding of the innovation development processes. The paper proposes an integrated approach to the issues mentioned. The hierarchy and taxonomy of knowledge are considered from the point of view of their influence on decision-making at different stages of the innovation lifecycle. Our proposition complements and contributes to several recent models of decision-making developed in the frame of the innovation process.

Organizing for Crisis Response

1996 ◽  
Vol 11 (1) ◽  
pp. 13-26 ◽  
Author(s):  
Linda Jo Calloway ◽  
Peter G.W. Keen
Keyword(s):  
Information Technology ◽  
News Media ◽  
Fast Response ◽  
Crisis Response ◽  
Organizational Response ◽  
Just In Time ◽  
General Description ◽  
Stage Model ◽  
Organizational Resource ◽  
Time Scheduling

Crises are turning points in organizations. When crisis strikes, fast-response management depends on quickly configuring and deploying information and communications. This paper brings together research and practice in crisis response management, information technology and news media fast-response methods to derive principles for using information technology as an organizational resource. Firms increasingly recognize the need to view their information technology (IT) platform as a key business resource for just-in-time scheduling, distribution, coordination, service and logistics. If they see it as an equally key resource for just-in-time crisis response, it then creates a powerful base for crisis response management. Exxon Valdez and the Gulf War illustrate these requirements. They provide a stage model of crisis response. The model is not intended as a general description of crisis, but as a more specific modelling of organizational response capability. This stage model is illustrated by Dow Coming's recent silicon-gel implant crisis.

The invention of transitions: History as a symbolic site for discursive struggles over organizational change

Organization ◽  
2014 ◽  
Vol 21 (4) ◽  
pp. 495-513 ◽  
Author(s):  
Sierk Ybema
Keyword(s):  
Organizational Change ◽  
Editorial Staff ◽  
Rhetorical History ◽  
Identity Change ◽  
The Past ◽  
Organizational Resource ◽  
Everyday Talk ◽  
Common Purpose ◽  
Invented Traditions

Studies interested in the discursive use of ‘the past’ often view history as an organizational resource designed to create a shared origin and a common purpose, promoting a sense of continuity and commitment among organizational stakeholders. In this article, I view ‘history’ instead as a symbolic site for discursive struggles between proponents and opponents of organizational change. It shows how organizational actors use ‘traces’ of a collective past in their version of ‘the’ history to win consent for change and to counter competing views. They do so by creating a sense of discontinuity from the past. The case study presented in this article combines a historian’s account of a newspaper’s history with an ethnographic account of the use of history prevalent among newspaper editors. While the historian’s narrative suggests the continuance of some vigorous traditions alongside identity change, the editors narratively construct or ‘invent’ transitions between periods or episodes while disregarding the organization’s traditions in their everyday talk. Storying the past, present and future in terms of a temporal dichotomy and ‘inventing’ transitions departs from existing studies of rhetorical history that tend to highlight invented traditions which establish or reaffirm continuity with the past. The case analysis shows how the editors selectively and strategically deploy history to accomplish or oppose change as part of ongoing negotiations within the editorial staff.

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