Knowledge management structure and human capital development in Indian manufacturing industries

2010 ◽  
Vol 16 (1) ◽  
pp. 57-75 ◽  
Author(s):  
M Birasnav ◽  
S Rangnekar
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Manufacturing Industries ◽  
Human Capital Development ◽  
Management Structure ◽  
Capital Development

scholarly journals A causal relationship model of factors affecting competitiveness of community enterprise in the central region

2021 ◽  
Vol 58 (1) ◽  
pp. 1685-1691
Author(s):  
Pinyapat Nakpibal Et al.
Keyword(s):  
Human Capital ◽  
Transformational Leadership ◽  
Knowledge Management ◽  
Central Region ◽  
Structural Model ◽  
Herbal Product ◽  
P Value ◽  
Human Capital Development ◽  
Cost Leadership ◽  
Capital Development

The purpose of this research were 1) to investigate the competitiveness of community enterprise, 2) to measure an agreement, and 3) to find a structural model of knowledge management, transformational leadership, and human capital development affected to community enterprise’s competitiveness. Multiphase mixed methods research applying quantitative research to extend qualitative results was used for research design. The qualitative target group was selected using purposive sampling whereas the quantitative sampling group was used two-stage random sampling. Questionnaires were used for measurement design. Qualitative data were classified and analyzed using content analysis and analytic induction. Quantitative data were analyzed by descriptive statistics and the developed model was validated by using LISREL program. The research found that 1) the overall competitiveness of community enterprise was in a high level. The interview result shown that the transformational leadership adopted the Sufficient Economy philosophy of “to do one thing at a time”, encouraged members to have a positive attitude of sharing idea. The leader should seeking for new knowledge and sharing benefits equally, applying local resources and wisdom to human capital making product development such as chili paste from mushroom, herbal product, etc. 2) The competitiveness of community enterprise’s empirical data had statistical agreement x^2=339.19,df=90,P-value=.00, most index were close to .90. The interview result found the successful of business came from product differentiate strategy. The product must be unique and stand out from competitors such as herbal compress, ikat silk, snack from rice, etc. There was also a cost leadership strategy be used. 3) The competitiveness of community enterprise was directly influenced by 3 factors; knowledge management (Direct Effect or DE=.26) transformational leadership (DE=.39) and human capital development (DE=.34) whereas indirect effects came from a transformational leadership by knowledge management (Indirect Effect or IE=.89) and human capital development (IE=.76). Therefor the model developed was acceptable and good to be used for forecast the competitiveness of community enterprise in the central region. The form of the 3 factors that affect to the competitiveness was 3L Model for SMEs Competitiveness based on the developing of members’ abilities; supported knowledge, upgraded skill, etc. The head of community enterprise must emphasized on mission and goal setting, kindness, participation of members, motivation, employing competitive advantages of product differentiate, niche marketing, and cost leadership.

scholarly journals Leadership, Knowledge Management, and Human Capital Development

2019 ◽  
Vol 7 (3) ◽  
Author(s):  
Sakher Alnajdawi ◽  
Rami Hanandeh ◽  
Belal Yousef Barhem ◽  
Alhareth Mohammed
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Human Capital Development ◽  
Capital Development

Knowledge Management in Human Capital Development in the Context of the Digital Economy

2018 ◽  
Vol 7 (3.19) ◽  
pp. 108
Author(s):  
Vasiliy N. Trenev ◽  
. .
Keyword(s):  
Human Capital ◽  
Knowledge Management ◽  
Intellectual Capital ◽  
Human Capital Development ◽  
Insider Information ◽  
New Development ◽  
High Level ◽  
Capital Development ◽  
Effective Use ◽  
Individual Human

Modern market economy is marked by a high level of competition. Therefore, organizations have to dig for new development options to expand their economic potential and augment capital. Human capital – a stock of individual human capitals, as we define – can be one of such options. This article is a written discussion over mechanisms of transforming insider information into knowledge and intellectual capital. At this point, particular attention is paid to human capital development through the knowledge management problems, including factors that inhibit the effective use of human capital. This article also puts under discussion some of the requirements for the knowledge management system and its basic tasks.The Results section provides recommendations on gaining skills, knowledge and experience inside the organization. The action system of knowledge management is described.          

VALUE-SEMANTIC ECONOMY

ASJ. ◽  
2020 ◽  
Vol 1 (40) ◽  
pp. 53-57
Author(s):  
A.V. Kurbatov A.V., ◽  
L.A. Kurbatova
Keyword(s):  
Human Capital ◽  
High Efficiency ◽  
Human Capital Development ◽  
Capital Theory ◽  
The Sustainable Development ◽  
External Resources ◽  
Internal Resources ◽  
Value Determination ◽  
High Dynamics ◽  
Capital Development

The continuing build-up in the speed of deepening of the global economic crisis, driven by just as fast drop in quantity of the external resources calculated per inhabitant of our planet, forces us to refer to internal resources in order to prevent the irreversible losses, to overcome the crisis and ensure the sustainable development. Beginning from the second half of the 20-th century, the hopes for efficient deployment of internal resources have been laid on the development of the human-capital theory. However, despite the intensive change in perception of the very concept of "human capital" and a wide scope of innovative models of its practical application, aimed at bringing the economy out of stagnation, the desired outcome is not achieved. The trend of transferring of the bulk of investments to human capital, at the expense of the share of investments spent on increased production, has proved insufficient. The analysis of causes of ultra-high risks of investments in increase of human capital has helped to determine that the models, which are used currently, do not take into account some of the fundamental patterns, which ensure the high efficiency of investment in human capital. Most of the models are based on application of the methods of situational governance, which, at best, have a short-term positive effect. This trend results from the insufficient awareness of managers of the fundamental patterns of human capital development, which deprives the investors of the possibility to benefit from the optimal combination of the situational governance with relevant long-term programs, which can steadily increase human capital. The researches of the fundamental patterns of human capital development have shown, that the main factor for achieving the high efficiency of investment in human capital is the correct organization of the processes of value determination of the subjects of economic activity and the transition from the value determination to value-semantic determination, thus ensuring guaranteed attainment of goals along with high dynamics of resources. The work presented here is dedicated to the method of managing the quality of human capital, which is hereafter referred to as value-semantic economy.

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