Knowledge Strategy and Its Role in the Organization

2010 ◽  
pp. 1387-1402
Author(s):  
Joseph E. Kasten
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Structured Interview ◽  
Interview Data ◽  
Formal Structure ◽  
Early Literature ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Technology Strategies

Knowledge strategy is defined as the set of guidelines and philosophies that guide an organization’s knowledge-based activities, such as knowledge gathering, development, storage, and utilization. Much of the early literature describing knowledge strategy suggests that its role in the organization is to drive, and be driven by, organizational structure and the human resources and technology strategies. The present research utilizes semi-structured interview data to determine that knowledge strategy is less of a formal structure and more of a lens through which knowledge-based decisions are viewed and focused, resulting in organizational actions that align with the knowledge strategy of the organization.

Knowledge Strategy and Its Role in the Organization

2011 ◽  
pp. 227-242
Author(s):  
Joseph E. Kasten
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Interview Data ◽  
Formal Structure ◽  
Semistructured Interview ◽  
Early Literature ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Technology Strategies

Knowledge strategy is defined as the set of guidelines and philosophies that guide an organization’s knowledge-based activities, such as knowledge gathering, development, storage, and utilization. Much of the early literature describing knowledge strategy suggests that its role in the organization is to drive, and be driven by, organizational structure and the human resources and technology strategies. The present research utilizes semistructured interview data to determine that knowledge strategy is less of a formal structure and more of a lens through which knowledge-based decisions are viewed and focused, resulting in organizational actions that align with the knowledge strategy of the organization.

Knowledge Strategy

2012 ◽  
Vol 3 (1) ◽  
pp. 1-14
Author(s):  
Joseph E. Kasten
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Early Literature ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Technology Strategies ◽  
Mitigating Factor ◽  
Published Paper

Knowledge strategy is defined as the set of guidelines and philosophies that guide an organization’s knowledge-based activities, such as knowledge gathering, development, storage, and utilization. Much of the early literature describing knowledge strategy suggests that its role in the organization is to drive, and be driven by, organizational structure and the human resources and technology strategies. This paper derives a model that places the firm’s knowledge strategy as a mitigating factor between the decisions made by management and the manner in which they are communicated to the rest of the organization. The present research is an update to a previously published paper and extends the research that first generated the metaphor of the KS as a lens.

Knowledge Strategy

2012 ◽  
pp. 119-133
Author(s):  
Joseph E. Kasten
Keyword(s):  
Human Resources ◽  
Organizational Structure ◽  
Early Literature ◽  
Knowledge Based ◽  
Knowledge Strategy ◽  
Technology Strategies ◽  
Mitigating Factor ◽  
Published Paper

Knowledge strategy is defined as the set of guidelines and philosophies that guide an organization’s knowledge-based activities, such as knowledge gathering, development, storage, and utilization. Much of the early literature describing knowledge strategy suggests that its role in the organization is to drive, and be driven by, organizational structure and the human resources and technology strategies. This paper derives a model that places the firm’s knowledge strategy as a mitigating factor between the decisions made by management and the manner in which they are communicated to the rest of the organization. The present research is an update to a previously published paper and extends the research that first generated the metaphor of the KS as a lens.

Struktura organizacyjna instytucji unijnych – analiza efektywności w dobie kryzysu

2015 ◽  
pp. 90-116
Author(s):  
Jolanta Szymańska
Keyword(s):  
European Union ◽  
Human Resources ◽  
Formal Structure ◽  
The European Union ◽  
Modes Of Operation ◽  
Internal Structures ◽  
Institutional System ◽  
Treaty Implementation ◽  
Difficult Situations ◽  
The Eu

The economic crisis showed the weaknesses of the institutional system of the European Union, raising questions about its shape. The article aims to determine whether internal structures of the EU institutions and their modes of operation are chances or barriers for effective treaty implementation and the ability of institutions to face unexpected, difficult situations. The article focuses both on the formal structure of the institutions and their human resources. The article aims to conclude if the crisis may give impetus to a significant improvement in the EU institutional system.

Human capital in the industrial districts

2001 ◽  
Vol 20 (4) ◽  
pp. 319-331
Author(s):  
F. Xavier Molina-Morales
Keyword(s):  
Human Capital ◽  
Human Resources ◽  
Conceptual Framework ◽  
Ceramic Tile ◽  
Firm Strategy ◽  
Active Role ◽  
Industrial Districts ◽  
Industrial District ◽  
Knowledge Based ◽  
Degree Of Control

This paper focuses on the creation of human capital in the industrial districts. I argue that the recent firm strategy perspectives may explain regional (district) differences. In this context human resources are critical to creation and dissemination of the knowledge-based resources. I further distinguish between the degree of control and ownership of resources and transferable and non-transferable human capital. Using this conceptual framework I analyze industrial district addressable non-transferable resources. This paper suggests that firms should take on a more active role in creating and exploiting local addressable human resources. The paper ends by describing an illustrative example: the Spanish ceramic tile industry.

Innovative performance of project teams: the role of organizational structure and knowledge-based dynamic capability

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez
Keyword(s):  
Organizational Structure ◽  
Industrial Sector ◽  
Project Team ◽  
Project Teams ◽  
Knowledge Generation ◽  
Dynamic Capability ◽  
Content Type ◽  
Innovative Performance ◽  
Knowledge Based ◽  
The Impact

Purpose This study aims to investigate the relationship between knowledge-based dynamic capability and organizational structure on team innovative performance in Brazilian industrial companies. Design/methodology/approach This study is based on data from a survey of 262 respondents from 65 companies in the Brazilian industrial sector with project teams and followed the partial least squares approach to model the structural equation that was used for data analysis. Findings The results of the study show that mechanical structures with a high degree of formalization and centralization have a negative impact on knowledge-based dynamic capability and integration has a positive relationship with dynamic capability. Moreover, the research shows that project team innovative performance is directly affected by knowledge generation and combination capability; however, knowledge acquisition/absorption does not interfere with project team innovative activity. Practical implications This study contributes to the managers of firms in the industrial sector by analyzing how the characteristics of organizational structure impact dynamic capability and project team innovative performance. The results of this study indicate that more mechanical structures have more difficulty in developing knowledge-based dynamic capability in the context of project teams. Originality/value This study advances the concept of knowledge-based dynamic capability from the firm level to the project team level. This study accesses a research gap that characterizes organizational structure as an antecedent of dynamic capability, analyzing the impact of organizational structure on the dimensions of dynamic capability and of the latter on project team innovative performance.

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.

scholarly journals Domestic factors that constraint ecuadorian export performances

2021 ◽  
Vol 5 (38) ◽  
pp. 17-32
Author(s):  
Manuel Ruvin Quiñónez Cabeza ◽  
Luisa Nicole Quiñónez Caicedo ◽  
Karla Haydeé Ortiz Palafox ◽  
Olmedo Gregorio Farfán González
Keyword(s):  
Growth Rate ◽  
Central Bank ◽  
Structured Interview ◽  
Public Institutions ◽  
Interview Data ◽  
Inductive Method ◽  
Economic Area ◽  
Percentage Share ◽  
Mixed Approach

Exports play an important role in Ecuador, the income from these contributes to the growth of the economy. This research aims to describe the national factors that limit the performance of Ecuadorian exports. The research was carried out under the inductive method, of an exploratory type with a mixed approach and descriptive scope; the techniques used were the documentary review and semi-structured interview. Data provided by the Central Bank of Ecuador were taken on the growth rate of goods exports and the percentage share of the destinations of goods exports by continent, economic area and country during 2015-2020. The results showed that exports fluctuated and lost competitiveness during the analyzed period. In conclusion, the performance of exports is limited by national factors related to the policies and management of public institutions and procedures.

scholarly journals The Impostor Phenomenon Among Black Doctoral and Postdoctoral Scholars in STEM

10.28945/4613 ◽  
2020 ◽  
Vol 15 ◽  
pp. 433-460
Author(s):  
Devasmita Chakraverty
Keyword(s):  
Culturally Relevant ◽  
Research Policy ◽  
Comparative Method ◽  
Critical Mass ◽  
Structured Interview ◽  
Interview Data ◽  
Future Research ◽  
Impostor Phenomenon ◽  
Time Data ◽  
Underrepresented Groups

Aim/Purpose: This study examined experiences related to the impostor phenomenon among Black doctoral and postdoctoral scholars in science, technology, engineering, and mathematics (STEM). Background: Research on the impostor phenomenon is usually focused on undergraduates, especially for Blacks, with sparse research on Black doctoral and postdoctoral scholars. This phenomenon was originally investigated among Whites. Due to fewer studies on Blacks, culturally-relevant understanding of the impostor phenomenon is limited. Methodology: This study used surveys and interviews (convergent mixed-methods) to examine the impostor phenomenon among U.S.-based doctoral and postdoctoral scholars (together referred to as “trainees”) in STEM. Participants took a survey (that used the Clance Impostor Phenomenon Scale or CIPS to individually compute impostor phenomenon scores) and a one-on-one, semi-structured interview. Survey (with CIPS scores) and interview data were converged from the same participants, who were recruited from a national conference focused on minorities in STEM (convenience sampling). Using constant comparative method and analytic induction, interview-data were categorized into themes. Contribution: Findings documented race-based impostor-experiences, possibly culturally relevant to other groups of underrepresented minorities (URMs). Findings have implications for research, policy, and practice. These include future initiatives to broaden participation in STEM careers among the underrepresented groups, support those who might experience this phenomenon and transition challenges in academia, and create greater awareness of the challenges trainees face based on their background and life experiences. Findings: Surveys indicated moderate to intense impostor phenomenon among 15 participants at the time data were collected. Interviews with the same participants found six themes linked to the impostor phenomenon: 1) Being the only-one, 2) Lack of belonging, 3) Stereotyping, micro-aggression and judgment, 4) External appearances, 5) Feeling like the “diversity enhancers,” and 6) Complications of intersecting identities. Recommendations for Practitioners: Practitioners should consider the tensions and complications of Black identity and how it ties to training experiences in STEM as well as how race-based impostor phenomenon could shape an individual’s interaction with faculty, mentors, and peers. This knowledge could be helpful in designing professional development programs for Blacks. Recommendation for Researchers: Study findings could have research implications on the way doctoral and postdoctoral training is reimagined to be more inclusive and welcoming of diversity across multiple axes of gender, race/ethnicity, class, first-generation status, ability, sexual orientation, and country of origin, among others. Impact on Society: Black trainees could be vulnerable to leaving STEM fields due to their underrepresentation, lack of critical mass, racial discrimination, and other unpleasant experiences. Conversations around training, development, and means to address psychological distress could focus on culturally-relevant experiences of the impostor phenomenon. Future Research: Future research could look at the experiences of other underrepresented groups in STEM such as Native Americans and Hispanics as well as among faculty of color and individuals from other fields beyond STEM.

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