The Expectations of Project Managers from Artificial Intelligence: A Delphi Study

Artificial intelligence (AI) technologies are rapidly developing these days and are expected to impact the field of project management on multiple levels; however, there remains a high level of uncertainty regarding the effect that AI might have on project management practices. This article aims to address this topic based on a Delphi study with a panel of 52 project management experts who reflected on future potential AI applications for the project management Knowledge Areas. The article provides a visionary perspective that can be further translated into practical solutions in the near and far future to improve project management practices.

Talent Management, Knowledge Management and Health Officer Performance on Service Quality

This study aims to elaborate and analyze the model to improve performance that can impact the service quality of health workers in the Central Mamuju Regency. The independent variables used are talent management and knowledge management, which are tested to improve performance and improve service quality. This research was conducted in 2 (two) public health centres, namely Durikumba Health Center and Lara Public Health Center, Karossa District, Central Mamuju Regency. The sampling technique used was accidental sampling. 70 of 74 officers filled out a complete and complete questionnaire at the Durikumba Health Center and 45 of 53 officers at the Lara Health Center. The total final sample obtained was 115 officers. This study uses a correlational design with a quantitative approach. Data collection techniques with questionnaires and data analysis used are path analysis with Amos ver.25 software. The research results among variables such as talent management, knowledge management, service quality, and performance comprehensively show talent management as a variable that impacts improving performance and quality in service. The talent capabilities possessed by officers will create better account and quality. Good. Health workers show this with different talents who can provide sound output because each officer can integrate their strengths and complement each other. While knowledge management is another independent variable that also affects the performance and quality of Health Centre services, knowledge of health workers, especially midwives and nurses, is a measure of success in terms of performance and service quality. Doctors demonstrate this too, midwives and nurses and other health workers in applying their knowledge and mastery of technology, thus enabling them to better understand up to date knowledge and information.

THE EFFECT OF ENTERPRISE RISK MANAGEMENT, KNOWLEDGE MANAGEMENT, AND ORGANIZATIONAL CULTURE ON ORGANIZATIONAL RESILIENCE

This study aims to identify the influence of Enterprise Risk Management, Knowledge Management, and Organizational Culture on the company's ability to survive in an ever-changing environment. This research is a quantitative study using primary data. The data were obtained through a questionnaire distributed to accountants who held the lowest supervisory positions in private Indonesian companies. With a sample of 103 respondents, the data were processed using linear regression. This study found that in the context of companies in Indonesia, Enterprise Risk Management and Organizational Culture can increase Organizational Resilience. However, this study failed to prove the role of Knowledge Management in Organizational Resilience. This study provides contributions in both managerial and theoretical aspects. In the managerial aspect, this study implies ERM and organization culture are elements that should be implemented so that companies can survive in a volatile environment. From a theoretical point of view, this research has proven that in the long term ERM is able to maintain organizational resilience. Besides, this study also indicates that knowledge management is still not widely applied by companies in Indonesia. For this reason, the attention of management so that knowledge management is applied needs to be improved.

Hidden Champions in the Chinese Century: Ascent and Transformation

Hidden Champions, little-known global market leaders, are extremely important for the export performance of countries. They are a little-used source of management knowledge. No country has more Hidden Champions than Germany. After a phase of hyper globalization the Hidden Champions are facing new challenges, especially from rising Chinese competitors. They have to increase their R&D activities once again and include unfamiliar areas of knowledge in the process. They need to relocate their centers of excellence to the best place, which is often China. New drivers such as digitalization, business ecosystems and sustainability require them to adapt and open up their traditionally closed corporate cultures. This applies equally to cooperation partners and foreign environments.

How we learn whiteness: Disciplining and resisting management knowledge

In management studies, whiteness is learnt through the discipline’s epistemic norms and conventions, received intellectual history, conceptual canon, driving logics and institutional frameworks. The foundational white epistemology of management produces and secures racial inequality while insisting that race is irrelevant and racism is obsolete in a post-racial imaginary. In this conceptual piece, I explore how scholars of colour and our knowledge experience a phenomenon of seen invisibility. This dialectical condition is reproduced through mechanisms and practices by which our discipline is disciplined within the prevailing racial order. After analysing examples of these normalised mechanisms and practices through the testimonies of scholars of colour who research, review, teach and edit management theorising in the Global North, I discuss how we might unlearn whiteness in our discipline through epistemic resistance.

GLOBALIZATION AS A FACTOR OF IMPROVING KAZAKHSTAN'S FOREIGN ECONOMIC ACTIVITY

Currently, the importance of foreign economic activity for the enterprise cannot be underestimated. Kazakhstani enterprises cannot consider the foreign market only as another sales market, because there are qualitative differences in the development and condition of domestic and foreign markets, characteristic of all developing countries. When the domestic market lags behind in its development (including the level of products) and infrastructure from foreign markets, foreign economic activity can have the greatest impact on the growth and development of the enterprise. For effective foreign economic activity, an enterprise must have high levels of management, knowledge and competencies of personnel, the quality of resources used, etc. Moreover, it becomes possible and necessary to manage the level of these characteristics, and, consequently, the efficiency of foreign economic activity and the efficiency of the enterprise's development through the choice of the host country. Thus, foreign economic activity occupies a special place in the production and economic activity of any enterprise.