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.

Multifaceted Applications of Data Mining, Business Intelligence, and Knowledge Management

2016 ◽  
Vol 5 (1) ◽  
pp. 57-69 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Literature Review ◽  
Human Resources ◽  
Business Intelligence ◽  
Core Competencies ◽  
Huge Amount ◽  
Practical Applications ◽  
Business Information ◽  
Business Opportunities

This article reviews the literature in the search for the multifaceted applications of data mining (DM), business intelligence (BI), and knowledge management (KM). The literature review highlights the overviews of DM, BI, and KM; the practical applications of DM, BI, and KM; and the prospects of DM, BI, and KM in terms of marketing, business, human resources, and manufacturing. DM plays a key role in organizing huge amount of data and condensing it into valuable information. BI involves the delivery and integration of relevant and useful business information in an organization. KM allows companies to manage a system of core competencies in order to maximize business opportunities and minimize the risk of losing business opportunities. The findings present valuable insights and further understanding of the way in which DM, BI, and KM efforts should be focused.

Multifaceted Applications of Data Mining, Business Intelligence, and Knowledge Management

2018 ◽  
pp. 810-825 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Data Mining ◽  
Knowledge Management ◽  
Literature Review ◽  
Human Resources ◽  
Business Intelligence ◽  
Core Competencies ◽  
Huge Amount ◽  
Practical Applications ◽  
Business Information ◽  
Business Opportunities

This article reviews the literature in the search for the multifaceted applications of data mining (DM), business intelligence (BI), and knowledge management (KM). The literature review highlights the overviews of DM, BI, and KM; the practical applications of DM, BI, and KM; and the prospects of DM, BI, and KM in terms of marketing, business, human resources, and manufacturing. DM plays a key role in organizing huge amount of data and condensing it into valuable information. BI involves the delivery and integration of relevant and useful business information in an organization. KM allows companies to manage a system of core competencies in order to maximize business opportunities and minimize the risk of losing business opportunities. The findings present valuable insights and further understanding of the way in which DM, BI, and KM efforts should be focused.

scholarly journals The role of knowledge management in organizational performance: case study of University of Malang, Indonesia

2019 ◽  
Vol 17 (1) ◽  
pp. 230-243
Author(s):  
Andi Nu Graha ◽  
Achmad Sudiro ◽  
Armanu ◽  
Kusuma Ratnawati
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Management Practices ◽  
Human Resources Management ◽  
Sampling Technique ◽  
Resources Management

The present study puts forward a model that examines variables of human resources management practices, organizational culture, knowledge management and organizational performance. By this model, it intends to explore the effects of human resources management practices and organizational culture on organizational performance. Particularly, it intends to find out their relationship with knowledge management as a mediator. The research applies SmartPLS for data analysis, with 163 respondents by means of saturation sampling technique. The results display several facts. First, both HRD practices and organizational culture have significant effects on knowledge management. Second, while knowledge management and organizational culture have a significant effect on organizational performance, HRD practices do not significantly affect organizational performance. It makes knowledge management only serve a partial mediation between human resources management practices and organizational performance, and serve a full mediation between organizational culture and organizational performance.

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.

scholarly journals Role of Knowledge Management on Organizational Performance, Case of Jimma University in Ethiopia

2021 ◽  
Keyword(s):  
Knowledge Management ◽  
Knowledge Sharing ◽  
Organizational Performance ◽  
Management Practice ◽  
Academic Staff ◽  
Team Work ◽  
Knowledge Management Practice ◽  
Ordinal Logistic Regression Analysis ◽  
Jimma University

This study explored role of knowledge management practice on the performance in higher education institute at Jimma University College of agriculture and Veterinary medicine in Ethiopia, considering academic staff perception. The study mainly employed quantitative descriptive research design using cross sectional design also used qualitative approach. For data collection, pre-tested self-administered structured questionnaire used. Considering 143 academic staff a population studied using census approach out of total 214 excluding those currently engaged in further study. Response rate was 81.8%. Descriptive and inferential statistics analysis employed utilizing STATA 14. Major finding includes: willingness of knowledge sharing and discovery was at high level. Knowledge sharing, capture, utilization as well as organizational and IT infrastructure support was at medium level. Chi-square (χ2) test indicated there is association between knowledge capture, sharing, utilization, organization support, IT support and performance. However ordinal logistic regression analysis revealed that only component knowledge utilization has positive and significant impact on performance. The study identified challenges in the practice of knowledge management such as inadequate fund, unsatisfactory documentation, inadequate support and cooperation consecutively. Thus college should spend more in knowledge management practice can improve innovation utilized in funding research, enhance team work, improving technology, motivate academic staff to retain and share knowledge. Keywords: knowledge management, knowledge share, Performance, Practice, Process

scholarly journals THE ROLE OF HUMAN RESOURCE IN ORGANIZATIONAL PERFORMANCE IN THE AUTOMOTIVE INDUSTRY

2021 ◽  
Vol 37 (1) ◽  
pp. 19-28
Author(s):  
Endre Szabó ◽  
Katinka Bajkai-Tóth ◽  
Ildikó Rudnák ◽  
Róbert Magda
Keyword(s):  
Human Resources ◽  
Organizational Performance ◽  
Human Resource ◽  
Automotive Industry ◽  
Structured Interview ◽  
Training System ◽  
Preventive Action ◽  
The Impact ◽  
And Training

In the course of the research, we examined the impact of the selection and training system of a Hungarian automotive company on organizational performance, which together ensure the future development of the company. It contributes to the optimization of sales, purchasing and logistics processes, ensures customer satisfaction and the success of the company. In this fast-paced and globalized world, it is essential for companies to be aware that one of the most important factors of production is human resources themselves, whose proper selection and training are a key element in maintaining and developing economic competitiveness. Human resources play the biggest role in the operation of an economic organization. Process quality and process orientation reduce costs, increase profitability, and improve processes to always meet growing requirements. This is the basis of the quality strategy. Therefore, it consistently applies preventive quality assurance methods, learns from failures, eliminates the causes of mistakes without delays and transfers its experience to all areas of the company for preventive action. It is customer-oriented and strives for excellence in all areas, and thus makes it an obligation for everyone to aim for the highest level of customer service. Due to the special peculiarities and characteristics of the labor force, it cannot be compared to any of the production resources. Taking this as a basis, the human resource management used to be more of a functional purpose, while in recent decades human factors have become an essential source of competitiveness. The market operation and performance of an organization depends significantly on how we can select the most suitable workforce. We need to see what the strategic points that determine the role of HR are, and we are also looking for the answer in which direction the needs, expectations and professionalism given by the generational difference move the activities of human resources. The aim of the research is to get an answer to how the employees of one of the leading Hungarian players in the automotive industry perceive the importance of the selection and training of the workforce in maintaining and improving competitiveness. To this end, we used a semi-structured interview, with the help of which we evaluated the current selection and training processes in the light of competitiveness and made suggestions for the improvement and refinement of these processes.

Rethinking companies’ culture through knowledge management lens during Industry 5.0 transition

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Valentina Cillo ◽  
Gian Luca Gregori ◽  
Lucia Michela Daniele ◽  
Francesco Caputo ◽  
Nathalie Bitbol-Saba
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Performance ◽  
Conceptual Model ◽  
Time Horizon ◽  
Design Methodology ◽  
Content Type ◽  
Hr Management ◽  
Support Organizations

Purpose Through the human resources (HR) and knowledge management (KM) perspective as human-centric processes, the aim of this study is to explore how companies’ engagement in diversity (DIV), inclusion (INC) and people empowerment (PEMP) policies influences companies’ organizational performance, to support organizations in the shift to the Industry 5.0 framework. Design/methodology/approach Combining the HR management and the KM-driven organizational culture, a conceptual model is proposed for explaining companies’ higher organizational performance. Proposed hypotheses are tested with reference to a set of listed international companies traced by Refinitiv on a five-year time horizon (2016–2020) through 24,196 firm-year observations. Findings This research shows that companies engaged in DIV policies, INC practices and PEMP through education have higher profitability and are more valued by capital markets’ investors. Originality/value This paper draws attention to the need to overcome the reductionist view of HR and rethink KM architecture to cope with the growing challenge of HR integration according to the Industry 5.0 paradigm.

The Role of Performance Management Practices on Organizational Performance

2014 ◽  
pp. 62-85 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Organizational Culture ◽  
Organizational Performance ◽  
Performance Management ◽  
Leadership Style ◽  
Management Practices ◽  
Business Goals ◽  
Culture Performance ◽  
And Performance ◽  
Positive Effect

This chapter introduces the framework and causal model of leadership style, organizational culture, performance management practices, and organizational performance. It argues that dimensions of leadership style, organizational culture, and performance management practices have mediated positive effect on organizational performance. Performance management practices positively mediate the relationships between leadership style and organizational performance and between organizational culture and organizational performance. Leadership style is positively correlated with organizational culture. Understanding the theoretical learning is positively beneficial for organizations aiming to increase organizational performance and achieve business goals.

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