Knowledge Management to Learning to Innovation in Organizations: The Critical Role of Human Resources

2018 ◽  
pp. 189-216
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Critical Role

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

The Role of Data Mining for Business Intelligence in Knowledge Management

2015 ◽  
pp. 12-33 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Business Intelligence ◽  
Statistical Significance ◽  
Practical Applications ◽  
Business Goals ◽  
Emerging Trends

This chapter introduces the role of Data Mining (DM) for Business Intelligence (BI) in Knowledge Management (KM), thus explaining the concept of KM, BI, and DM; the relationships among KM, BI, and DM; the practical applications of KM, BI, and DM; and the emerging trends toward practical results in KM, BI, and DM. In order to solve existing BI problems, this chapter also describes practical applications of KM, BI, and DM (in the fields of marketing, business, manufacturing, and human resources) and the emerging trends in KM, BI, and DM (in terms of larger databases, high dimensionality, over-fitting, evaluation of statistical significance, change of data and knowledge, missing data, relationships among DM fields, understandability of patterns, integration of other DM systems, and users' knowledge and interaction). Applying DM for BI in the KM environments will enhance organizational performance and achieve business goals in the digital age.

Keeping Up with the Corporate University

2005 ◽  
pp. 144-170
Author(s):  
Pamela D. Sherer ◽  
Timothy Shea
Keyword(s):  
Knowledge Management ◽  
Strategic Planning ◽  
Human Resources ◽  
Corporate University ◽  
Corporate Universities ◽  
Internet Resources ◽  
E Learning ◽  
Major Factors ◽  
Key Resources

The number of corporate universities is increasing by leaps and bounds, and the role of corporate universities is rapidly evolving and becoming more tightly integrated with an organization’s strategic planning and assessment. How can HRM faculty and practitioners keep their respective curricula and organizations up to date? The first section of this chapter provides an overview of the current corporate university landscape, discussing the three major factors that influence both their growth and their role in organizations: strategy and human resources, knowledge management, and technology and e-learning. The second section includes an annotated compendium of key resources in each of these areas, especially Internet resources.

The Critical Role of Information Processing in Creating an Effective Knowledge Organization

2009 ◽  
pp. 1638-1651
Author(s):  
William R. King
Keyword(s):  
Knowledge Management ◽  
Information Processing ◽  
Critical Role ◽  
Knowledge Organization ◽  
Property Management ◽  
Core Knowledge ◽  
Intellectual Property Management ◽  
Knowledge Capability ◽  
Role Of Information

This article provides a conceptual framework and an architecture for an effective knowledge organization (EKO) that emphasizes the important role of information processing in facilitating the creation of a dynamic knowledge capability, which is the essence of an EKO. The architecture links core knowledge management, intellectual property management, organizational learning, and innovation modules with information processing as the hub, or linchpin. The organization’s need to distinguish among these components of an EKO is argued by comparing and contrasting the conceptual bases, objectives, processes, systems, performance measures, and culture of each module. This EKO viewpoint integrates many concepts and applications from various literatures, but it is somewhat contrary to the conventional wisdom that has tended to de-emphasize the significance of information technology in knowledge management.

Downsize or rightsize? Changing KESC to K-ELECTRIC (Case A)

2016 ◽  
Vol 6 (1) ◽  
pp. 1-26
Author(s):  
Nyla Aleem Ansari
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Workplace Violence ◽  
Human Resources Management ◽  
Critical Role ◽  
Hierarchical Structures ◽  
Public Utility ◽  
Quality Service ◽  
Content Type

Subject area Organizational restructuring strategy such as downsizing and rightsizing and their effects on organizational performance. Study level/applicability The case can be taught to graduate students of a business administration program for change management or human resources management courses. Case overview The case discusses a structural change strategy followed by a crisis management situation of a Pakistani state-owned enterprise with hierarchical structures, unclear work roles and workplace corruption and its shift toward a profitable company with rebranded mission and values. With the management takeover by the Abraaj Group, several issues were identified as major blocks to K-ELECTRIC’s performance. Drastic changes included information technology advancement, investment in infrastructure of generation capacity, marketing campaigns and corporate social responsibility initiatives with a record profit in 2011-2012, for the first time in 17 years. But, the greatest challenge to quality service and profitability was faced by the human resources department, to retrench 4,459 workers by offering a voluntary separation scheme to non-core management staff in 2009. However, disregarding the successful impact on business performance, only 300 workers (approximately) had accepted the package in early 2010, while the rest questioned the decision of outsourcing non-core jobs and demanded reinstatement with the company, followed by a series of protests in January 2010. K-ELECTRIC needed to make some sensitive and timely decisions to ensure efficient and quality service to its customers as its top agenda. Expected learning outcomes The outcomes include: to understand the challenges faced by a recently privatized public utility service to become lean and efficient without compromising on its public mission of providing electricity to the residents of the city; to analyze the factors that influence choice of restructuring strategies and their effects on the employment relationship and organizational performance; to recognize the critical role of leadership in choosing a voluntary downsizing strategy and analyzing the sense of urgency needed to execute the decision; and to recognize the role of legal and organizational consultancy needed in critical decision-making to prevent workplace violence. Supplementary materials Teaching notes and teaching guide.

scholarly journals Knowledge Management Untuk Menciptakan Daya Saing Bisnis Keluarga Pada Pengelolaan Bisnis Kuliner di Kota Palembang

MBIA ◽  
2020 ◽  
Vol 19 (1) ◽  
pp. 66-74
Author(s):  
Trisninawati Trisninawati ◽  
Dina Mellita
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Family Business ◽  
Human Resources Management ◽  
Family Businesses ◽  
Resources Management ◽  
The Family ◽  
The City ◽  
Depth Interviews

The culinary business in the city of Palembang is one of the family businesses that has been passed down for generations, the culinary business in recent years can create growth opportunities for employment and increase the ability of human resources. Management of many family businesses is controlled and operated by one member or several families and many family businesses have non-family members as employees. This study aims to determine the role of knowledge management in creating human resources who are ready to compete in the culinary industry in the city of Palembang. by analyzing the factors that must be considered such as the next generation development factors, information technology, and business development. This research uses a qualitative approach through in-depth interviews and direct observation. The results of this study indicate that the culinary business in the family business is still carried out traditionally the application of technology is still limited so the need for the role of knowledge management in order to be able to identify knowledge can realize competitiveness and sustainability as a benchmark for the success of the family business especially the culinary business in the city of Palembang   Abstrak Bisnis  kuliner di kota Palembang merupakan salah satu bisnis keluarga yang sudah turun temurun,  bisnis kuliner tersebut dalam beberapa tahun ini dapat menciptakan peluang pertumbuhan bagi lapangan kerja dan peningkatan kemampuan sumber daya manusia. Manajemen bisnis keluarga banyak dikendalikan dan dioperasikan oleh  satu anggota atau beberapa keluarga dan banyak bisnis keluarga memiliki anggota non keluarga sebagai karyawan. Penelitian ini bertujuan untuk mengetahui peran knowledge management dalam  menciptakan sumber daya manusia yang siap untuk berdaya saing  pada industri kuliner di kota Palembang. dengan menganalisis  faktor- faktor yang harus diperhatikan seperti faktor pengembangan generasi penerus, teknologi informasi,dan  pengembangan usaha. Penelitian ini menggunakan pendekatan kualitatif melalui wawancara mendalam dan observasi langsung. Hasil penelitian ini menunjukkan bahwa bisnis kuliner dalam bisnis keluarga masih dilakukan tradisional penerapan teknologi masih terbatas sehingga perlu adanya peran knowledge management agar   mampu mengidentifikasi pengetahuan dapat mewujudkan daya saing dan berkelanjutan  sebagai  tolak ukur keberhasilan bisnis keluarga khususnya bisnis kuliner  di kota Palembang.

scholarly journals The Role of Human Resources Information Systems in Enforcing Knowledge Management: A field study on the Ministry of Transport in the Gaza Strip

2020 ◽  
pp. 25-49
Author(s):  
Esmail Kassim ◽  
Allaa El Ukosh
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Human Resources ◽  
Performance Appraisal ◽  
Gaza Strip ◽  
Knowledge Generation ◽  
Human Resources Information Systems ◽  
Statistical Program ◽  
The Gaza Strip

The study aimed to examin the role of human resources information systems in their dimensions (Training Information Systems, Performance Appraisal Information Systems, Employment Information Systems, Incentive Information Systems, HRIS Information Systems), in enforacing knowledge management in its dimensions, (Knowledge generation, knowledge storage, knowledge dissemination, knowledge application) in the Ministry of Transport in the Gaza Strip. The researchers used the descriptive analytical method. The study population consisted of all employees in supervisory positions in the Minstry of Transport. The questionnaire was used to collect the data required data. The number of respondents was of 62 respondents with a recovery rate (82.3%). Data was analyzed using SPSS statistical program. The study showed that there is a statistically significant relationship between the application level of human resources information systems and knowledge management application in the Minstry of Transport. In addition, the application level of human resources information systems impacts the ?application level of knowledge management at a rate of (83.40%).

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