Primarily investigating into the relationship between talent management and knowledge management in business environment

2017 ◽  
Author(s):  
Atheer Abdullah Mohammed ◽  
Raj Gururajan ◽  
Abdul Hafeez-Baig
Keyword(s):  
Knowledge Management ◽  
Talent Management ◽  
Business Environment ◽  
The Relationship

Knowledge Management and Reverse Mentoring in the Nigerian Tertiary Institutions

2014 ◽  
pp. 200-215
Author(s):  
Ayotunde Adebayo
Keyword(s):  
Knowledge Management ◽  
Core Competence ◽  
Business Environment ◽  
Developmental Phase ◽  
Tertiary Sector ◽  
Tertiary Institution ◽  
Tertiary Institutions ◽  
Mentoring Relationship ◽  
Current Implementation ◽  
The Relationship

The effective management of knowledge is now believed to be the main core competence in order for an organization to survive within the competitive business environment in Nigeria. However, the current implementation of KM within the Nigerian tertiary institution is still in its developmental phase. The Nigerian tertiary institution is resource-oriented, and as such, the most important assets to the universities within the educational sector are their knowledge assets. Therefore, Nigerian tertiary institutions need to understand and appreciate that knowledge is a valuable asset that can help sustain their competitive advantage within this sector. This chapter, therefore, focuses on the relationship between knowledge management and reverse mentoring within the Nigerian tertiary sector. It also focuses on the challenges of reverse mentoring and how value can be derived when knowledge is shared as a result of the mentoring relationship being established between the participants involved (mentor and the mentee).

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 1579-1594
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

scholarly journals Mediating Role of Knowledge Management in the Relationship between Organizational Learning and Sustainable Organizational Performance

2020 ◽  
Vol 12 (23) ◽  
pp. 10061
Author(s):  
Mirna Kordab ◽  
Jurgita Raudeliūnienė ◽  
Ieva Meidutė-Kavaliauskienė
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Organizational Performance ◽  
Business Environment ◽  
Mediating Role ◽  
Knowledge Based ◽  
East Region ◽  
The Relationship ◽  
Consulting Companies

Organizations operating in the intensive knowledge-based sector seek efficient management approaches and sustainable development practices to perform efficiently in the dynamic business environment. Knowledge management practice and organizational learning are significant factors in order to achieve sustainable organizational performance in a rapidly changing business environment. Based on the scientific literature analysis, there is still a lack of evidence related to the mediating role of the whole knowledge management cycle, including the five knowledge management processes (knowledge acquisition, creation, storage, sharing, and application) in the relationship between organizational learning and sustainable organizational performance for organizations operating in intensive knowledge-based sectors. This study aimed to examine the impact of the whole knowledge management cycle on the relationship between organizational learning and sustainable organizational performance in intensive knowledge-based sectors, specifically the audit and consulting companies in the Middle East region. Systematic scientific literature analysis, expert evaluation (structured questionnaire), and structural equation modeling (SEM) technique were used to develop and verify the research model. Data was collected through a structured questionnaire distributed among auditing experts working in a knowledge-based sector—audit and consulting companies in the Middle East region. The research results supported the hypotheses stating that organizational learning positively affects knowledge acquisition, storage, sharing, application processes, and sustainable organizational performance. However, the results verified that organizational learning has an insignificant impact on the Middle Eastern audit and consulting companies’ knowledge creation process.

Talent Management Practices, Employee Engagement, Employee Retention; Empirical Evidence from Malaysian SMEs

2021 ◽  
Vol 39 (10) ◽  
Author(s):  
Fadillah Ismail ◽  
Heng Ka Ka ◽  
NG Wee Fern ◽  
Muhammad Imran
Keyword(s):  
Employee Engagement ◽  
Quantitative Research ◽  
Employee Retention ◽  
Business Performance ◽  
Management Practices ◽  
Talent Management ◽  
Business Environment ◽  
Beneficial Impact ◽  
The Relationship ◽  
Self Administered Questionnaire

The aim of this research is to investigate the relationship between talent management practices, employee engagement, and employee retention in the small and medium-sized enterprises (SMEs) in Malaysia. To assess the current issues in the industry, a researcher performed a study of relevant themes and subjects in the most recent literature. The above research utilizes a framework to analyze the business environment, while also providing insight on how to employee retention and employees engagement. A study on quantitative research was done. A self-administered questionnaire is used in this study. In this study, convenience sampling methods were employed. A total of 55 employee answered the surveys correctly. This research was analyzed using SPSS version 26. According to the findings of the study, talent management practices have a beneficial impact on employee engagement and retention. Talent management practices contribute for 74.3 percent of employee engagement, and it is expected to improve by 92 percent if talent management is indicated. Talent management practices, on the other hand, accounted for 74.3 percent of employee engagement and are projected to grow by 92 percent if talent management is implemented in a business. The relevant conclusion from the study into talent management practices may have a beneficial impact on employee engagement and retention, allowing the organization to achieve business performance.      

An Investigation to an Enabling Role of Knowledge Management Between Learning Organization and Organizational Learning

2011 ◽  
pp. 278-298 ◽  
Author(s):  
Juin-Cherng Lu ◽  
Chia-Wen Tsai
Keyword(s):  
Knowledge Management ◽  
Organizational Learning ◽  
Learning Organization ◽  
Current Knowledge ◽  
Business Environment ◽  
High Tech ◽  
Management Processes ◽  
Exploratory Investigation ◽  
The Relationship

This chapter is an exploratory investigation of the relationship and interaction between the learning organization and organizational learning in terms of an enabling role of knowledge management. In the severe and dynamic business environment, organizations should respond quickly to their rivals and environment by transforming into a learning organization. A learning organization could provoke innovation and learning through its structure, task and process redesigns, and evermore adapt gradually toward the eventual goal of organizational learning. Therefore, the dynamic process between the learning organization and organizational learning is an important issue of current knowledge management and practice — that is, the enabling role of knowledge management could enhance the interaction between learning organization and organizational learning. Furthermore, the authors will explore the relationship and interaction between the learning organization and organizational learning in terms of knowledge management processes in business. Two cases, TSMC and Winbond, the semiconductor and high-tech firms in Taiwan, will be studied to illustrate the findings and insights for the study and the chapter.

Developing an effective Knowledge Management System

2011 ◽  
pp. 222-240 ◽  
Author(s):  
Stephen McLaughlin
Keyword(s):  
Knowledge Management ◽  
Management System ◽  
Business Processes ◽  
Business Environment ◽  
Knowledge Management System ◽  
Knowledge Assets ◽  
It Systems ◽  
Knowledge Barriers ◽  
Integrated Supply Chain ◽  
The Relationship

Many organizations struggling to capitalise on their knowledge assets tend to let their knowledge management systems emerge from existing IT systems and infrastructure. Within a complex business environment this can cause a mismatch between how knowledge assets are—and should be—managed. In order to help organizations develop dynamic and effective KM systems, organizations need to re-think how knowledge is created and shared around their core business processes. To be more specific, for organizations where inter/intra organizational collaboration is vital to overall end-to-end performance, organizations need to consider the relationship between four key components: knowledge strategy, core process optimisation, core process performance, and knowledge barriers. This chapter will explain why these components are important, the relationship between them, and how they relate to each other in terms of helping to define an effective knowledge management system. The findings presented are based on data collated within, and across, IBM’s Integrated Supply Chain.

scholarly journals RELATIONSHIP BETWEEN TALENT MANAGEMENT PRACTICES AND ORGANIZATIONAL PERFORMANCE IN ISLAMIC BANKS IN KENYA

2020 ◽  
Vol 8 (3) ◽  
pp. 98-114
Author(s):  
Moza Abdallah Soud ◽  
D. A. Ogolla ◽  
S Mureithi
Keyword(s):  
Organizational Performance ◽  
Employee Retention ◽  
Management Practices ◽  
Talent Management ◽  
Multivariate Regression Analysis ◽  
Business Environment ◽  
Islamic Banks ◽  
Team Leaders ◽  
Highly Able ◽  
The Relationship

Stringent business environment, shareholders’ expectations on financial returns and the realization of companies’ goals are some of the factors that have led to team leaders embracing talent management initiatives at various places of work. Innovation, demographic changes, competition and the advancement in technology have made leaders lose highly able and skilled staff to their rivals. To minimize losing competent staff, organizations must set aside sufficient resources and time to embed talent management initiatives across their firms. The purpose of this study was to examine the relationship between talent management practices and organizational performance in Islamic banks in Kenya. The researcher adopted the following factors: recruitment, selection, learning & development and employee retention to examine their impact on organizational performance. The study targeted 100 respondents from the three Islamic banks in Kenya and used multivariate regression analysis to examine the relationships between the study variables. The researcher concludes that the three independent variables; recruitment, selection and learning & development strongly impact organizational performance but not for employee retention which has no impact on organizational performance. Therefore, if these organizations are to achieve their desired objectives, they must adequately address the factors identified in this study.

scholarly journals Implikasi Keunggulan Bersaing Terhadap Kinerja Organisasi Pada Sektor Industri Manufaktur Kimia Di Provinsi Banten

2020 ◽  
Vol 21 (2) ◽  
pp. 208-234
Author(s):  
Uli Wildan Nuryanto ◽  
Masyhudzulhak Djamil MZ ◽  
Achmad Hidayat Sutawidjaya ◽  
Ahmad Badawi Saluy
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Competitive Advantage ◽  
Organizational Performance ◽  
Latent Variable ◽  
Industrial Revolution ◽  
Business Environment ◽  
Internal Resources ◽  
And Performance ◽  
The Relationship

In current dynamic business environment, the competition is getting stiffer and performance organizational becomes issue, the caracteristics that occurred in the industrial revolution 4.0. This condition requires organizations to increase the performance to be sustain. Competence and knowledge management as internal resources that reffer to RBV are strengths hat are very important as predictors in improving performance. For this reason, the study has explored the indicators of each of the predictors and also test the relationships between latent variable that have been hypothesized. This research focus to the industrial chemical manufactur at Banten Province Indonesia which is become the province with the third largest number of chemical firms in Indonesia. Regarding to the central bureau statistics of Indonesia, the values of productivity and human resources capability from downstream chemical manufactur sector below the target. This research using SEM-PLS method to measure 97 respondents from the level supervisor and manajerial. The final results provide a positive and significant relationship between competence and knowledge management through competitive advantage and organizatioan performance. Competitive advantage also increasse the relationship between competence and knowledge management through the organizational performance. This result has implication for managerial levels to increase human resources performance so it can improve the firm competitive advantage. 

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