Could Knowledge, Learning, and Innovation Gaps be Spiralling?

2014 ◽  
pp. 1-29 ◽  
Author(s):  
Fawzy Soliman
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Innovation Process ◽  
Cumulative Effect ◽  
Learning Organisation ◽  
Knowledge Based ◽  
Evolutionary Innovation ◽  
Innovation Processes ◽  
Innovation Chain

The role of human resources management (HRM) in creating a climate for innovation and learning is presented. The innovation processes innovation chains are shown to be evolutionary. Innovation chain activities include transformation into knowledge-based, then into a learning organisation, and finally, into innovative enterprises. This chapter also shows that during the innovation process, HRM has significant and critical roles in addressing two types of organisational defects, Learning Gaps and Innovation Gaps. The innovation chain may be a spiral chain, suggesting that there could be a cumulative effect on the strength of the gaps due to the spiral nature of the innovation chain.

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 importance of human resources to the innovative capacity of portuguese firms

2014 ◽  
Author(s):  
Armando Silva
Keyword(s):  
Human Resources ◽  
Innovation Process ◽  
Community Innovation Survey ◽  
Innovative Process ◽  
Qualified Personnel ◽  
Main Effect ◽  
Innovation Capacity ◽  
Innovative Capacity ◽  
Training Of Personnel

In this study I test the importance of several Human Resource variables to the innovation capacity of portuguese firms but also the effects that the innovation process generates on Human Resources. A branch of the innovation literature states that the ability of firms to innovate relies on an innovative capacity, which, in turn, depends on several factors, both internal and external to enterprises. One of those factors is the effort of firms to train their personnel specifically in order to enable them to innovate. The present test is applied to 4818 Portuguese enterprises for the period 2002-2004 through the use of the fourth Community Innovation Survey data. In order to evaluate the contribution of Human Resources to innovation I have estimated several knowledge Production Functions, mainly using probits and tobits. In that framework it is assumed that innovation depends on some inputs (as the training of personnel) and on information-flows from the existing knowledge stock (as clients). I have found significant the role of personnel training for the innovative process of Portuguese firms. Moreover, I also found that the lack of qualified personnel hinged critically more innovative performance of firms and, in addition, it is noticed that the improvement of productivuty (cost reduction) was the main effect of innovation in Portuguese firms.

Modern problems and challenges of human resources management in international organizations

2021 ◽  
pp. 86-90
Author(s):  
M.S. Safarli ◽  
Keyword(s):  
Human Resources ◽  
Personnel Management ◽  
International Organizations ◽  
Human Resources Management ◽  
International Organization ◽  
Special Role ◽  
Resources Management ◽  
Research Challenges

Researched is the problem of management of human resources in international organization, that is significantly different from human resources’ management in own country. The article discusses issues, related to personnel management in international enterprises. The purpose of the article is to identify factors that influence personnel management in the international aspect, and also to research challenges and problems, associated with them. On results of the analyses, offered are measures, as to solution of showed up challenges and problems, and also point out the special role of cadre departments in solution of this problem.

Globalization and Human Resources Management

2013 ◽  
pp. 1-13 ◽  
Author(s):  
Yasemin Bal ◽  
Serdar Bozkurt
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Workforce Diversity ◽  
Global Organizations ◽  
International Context ◽  
Resources Management ◽  
Diverse Workforce ◽  
International Hrm ◽  
Global Arena

As a result of globalization, many firms have begun to compete on a worldwide basis. This situation has led Human Resources Management (HRM) to gain more importance in the global arena and “international HRM” field. Over the past few decades, international HRM has gained considerable attention from both academicians and practitioners. The increasing globalization of business has required organizations to manage their workforces effectively. Managing a foreign workforce can differ drastically from managing a domestic one. HRM in the international context requires managing diverse workforces originating from different nationalities with various cultures. Therefore, workforce diversity has become increasingly important for organizations that plan to expand into global markets and target different consumer groups. Organizations can adopt different approaches for managing their workforces and every function of HRM systems should be designed consistent to the workforce diversity of the organization. The purpose of this chapter is to investigate the concept of international HRM and diverse workforce in global organizations. Additionally, the importance of managing diverse workforces effectively in global organizations in the context of HRM functions and the role of HRM in this process will be discussed briefly.

The Role of Human Resource Management in Agriculture Sector Enterprises

2020 ◽  
pp. 378-400
Author(s):  
Nemanja Berber ◽  
Agneš Slavić
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
World Wide ◽  
New Technologies ◽  
Human Resources Management ◽  
Practical Implementation ◽  
Agriculture Sector

Agribusiness firms are faced with several challenges like globalization, internationalization of business, the introduction of new technologies, especially the digitalization process, higher competitiveness of foreign agribusiness firms, etc. One of the very important challenges is the effective management of human capital. Although it is one of the most important management activities in each firm, human resource management (HRM) in the agribusiness sector is still unexplored in terms of scientific research and practical implementation. This chapter explores the nature and specifics of human resources management in agribusiness enterprises, and presents the practice of the basic and most important HRM activities in agribusiness firms in Serbia, on the example of 12 organizations that were investigated. The methodology used in the research is based on a theoretical investigation of available literature and data from worldwide databases but also from Cranet project, one of the largest and well-known, world-wide HRM projects.

Trends and Issues in Strategic Human Resources Management

2020 ◽  
pp. 17-41
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

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