A KNOWLEDGE BASED APPROACH FOR RESOURCE MANAGEMENT

This paper discusses the applicability of a knowledge based system to resource management in the context of information centers. The Information Center Expert (ICE) system has been developed in the MIS Department of the University of Arizona to support the consultation process of information center personnel. The system determines the (software) resource requirements of the end-users and makes appropriate recommendations. ICE further aids the management of the IC software resources by keeping track of user consultations and the recommendations made. Issues of knowledge requirements, acquisition, representation and implementation of ICE are discussed. ICE is currently being tested at IBM/Endicott (New York), IBM/Tucson (Arizona) and the Center for the Management of Information at the University of Arizona. Preliminary feedback from users has confirmed the applicability of the knowledge based approach to resource management. The implications of this approach for future research are discussed

Methods and techniques specific to human resource management

The first part of the study presents the contextual and conceptual novelty elements concerning human resources on which this human resource management approach relies. The conceptual novelty element is represented by the comprehensive approach of human resource management (MRU), focused on the relationships of the organisation with internal and external human stakeholders, not limiting to the traditional approach, managers subordonees. The second part of the paper makes a selection of methods and techniques used in human resource management, grouped on the 14 activities specific to MRU. This ensures a coherent and effective methodological basis for human resource managers and specialists, in agreement with the challenges of the current period of transition to knowledge-based economy. The last part of the study indicates the methods and the techniques recommended to be used in particular during the eight stages of human resource reengineering.human resource management; specific human resource management methods; knowledge-based economy; human resources reengineering.

The implications of stakeholders' perceptions of land for sustainable land use management in NE Ghana

There are negative implications of changes in stakeholders traditional land perceptions for sustainable land use and management in north-east Ghana. In African tenurial systems, land use was based on a local mystical view of the environment and stakeholders broad-based knowledge of the local environments. These led to sustainable resource use and management. However, in the context of current political ecology of north-east Ghana as induced by increased population growth, urbanisation, the market economy, changes in religious beliefs, and government land policies, stakeholders understandings of land have acquired even greater importance in issues of sustainable land resource use and management. A mixed methodological approach, combining both qualitative and quantitative data gathering techniques for information on stakeholders land perceptions, was used to analyse their implications for sustainable land use and management. Changes in the dynamics of stakeholders perceptions of land are partly responsible for the current state of land and environmental degradation in north-east Ghana. Policies aimed at ensuring sustainable land use and environmental management must focus on those traditional land perceptions, which encourage environmental sustainabilit

Managing construction workers and their tacit knowledge in a knowledge environment: A conceptual framework

Within the construction industry, it is increasingly being acknowledged that knowledge management can bring about the much needed innovation and improved performance the industry requires. Nevertheless, sufficient attention is still to be received for the concept of the knowledge worker and their tacit knowledge within construction industry. Yet, proper understanding and management of this resource is of immense importance for the achievement of better organisational performance. Hence, this paper aims to devise a theoretical framework for managing construction knowledge worker and their tacit knowledge based on review and synthesis of literature. Paper stresses the importance of construction knowledge worker and tacit knowledge through review of literature and highlights prevailing gap due to lack of attention and recognition given to the tacit knowledge in the construction industry. Based on identified gap research aim, objectives and hypotheses are devised. As the specific research methodology, the social constructionism stance in terms of epistemological undertakings and idealistic approach under the ontological assumptions with value laden purposes are suggested. Further, it recommends the deployment of multiple exploratory case studies approach with triangulation techniques

Integrating Knowledge Management and Human Resource Development: A Knowledge Based HRD Process model

The human resource management field is known for its information and knowledge intensive nature, yet it could be easily suggested that the most dominant work has focused upon the human resource management as a systematic way of accumulating and processing of information related to people in the organization. The focus of the past development remained mostly on information processing, and more recently on explicit knowledge; however, using a knowledge management perspective could provide more fruitful and comprehensive source of knowledge based human resource development approach. A profound role of tacit knowledge in the development of individuals and particularly communities of practices could emerge as an alternative source of practice based HRD. The “knowledge lens” conceptual approach is used to enrich the human resource development field in order to integrate and bring commonalities in the fields of HRM and KM. Focusing on the core beliefs in the two fields through a synthesis literature review, a four phased knowledge oriented HRD conceptual framework is developed that presents an attempt to extended general HRD process model by integrating knowledge management at various stages of HRD. Important research prepositions driven out of the framework and corresponding 10 research questions are formulated for future multidisciplinary research efforts

Valorificarea capitalului intelectual - criteriu pentru performanta manageriala in societatea bazata pe cunoastere

If we can see the knowledge society as an essential part of the “external environment” of the firm management, that brings with it some specific opportunities and threats, we have to consider the intellectual capital – that integrates the two basic resources: knowledge and human – a key ingredient for the “internal environment” of the firm management, which determines some strengths and/or weaknesses that lead to the success or the failure of the managerial effort of the firm operating under the circumstances given by the emergency of three processes with global spread: the economic globalization, the managerial revolution and the knowledge-based society. Having as starting point the premise that Peter Drucker emphasized years ago: the managerial revolution represents the third essential change into the dynamics of knowledge, when knowledge is applied to knowledge itself, we have to accept the priority of the human factor – which generates, uses and valorizes knowledge in a never ending process of interaction with the environment. By continuing with this logic, we can not ignore that, even if there is no unanimously recognized approach about the meaning of the intellectual capital, it appears recently a quasi-unanimous recognized opinion regarding the first place that the intellectual capital has to take as source for the competitive advantage of the firm and strategic resource for its management. More than that, in a time when knowledge becomes the strategic resource for any of the human activities, firms shift through a new managerial paradigm that characterize “the civilized business” and promote management intellectualization. By this way, the valorization of the intellectual capital of the firm could become vital criteria for the managerial performance in the knowledge – based society.intellectual capital; managerial performance; knowledge-based society

Integration of Knowledge Management in E-CRM: A Collaborative Study

The paper aims to present a collaborative study on Electronic Customer Relationship Management (eCRM) and Knowledge Management (KM) within four dimensions; technology, knowledge, customer and business based on Resource-based View Theory (RBV). With comprehensive knowledge about customer, SMEs organisations with web presence can provide more customised products and services to individual customers. Hence, the proposition of this paper is the success of e-CRM performance can be improved by interweaving knowledge management concept.    This approach is based on four models of CRM, eCRM and KM which are within four dimensions which are technology, knowledge, customer and business based on Resource-based View Theory (RBV).  The study identified that CRM Development Stages Model and Balance Scorecard Perspective of eCRM Model provides better fit to the four resource dimensions which in turn can develop a KM-based eCRM model. This paper concludes that eCRM system designed to support KM must be linked closely to the ideas that within the domain of eCRM which can be decentralized and contextualized.This research had only focused exclusively on conceptual and models of past researches; a comprehensive user study, extensive performance and scalability testing is left for future work.A key contribution of this paper is the four models of CRM, eCRM and KM which are analyzed with the four dimensions i.e. technology, knowledge, customer and business based on Resource-based View Theory (RBV) &nbsp

Constructing a strategy on the creation of core competencies for African companies

A growing number of studies on economic development have relied on the premise that international technology transfer provides a mechanism for developing competitive advantages for companies of developing countries, and Africa in particular. In this article, we focus on the explicit nature of technology transferable to LDCs to argue that conventional technology transfer alone cannot create core competencies for African companies that lead to the sustainable economic development of the continent. Drawing on insights from the resource-based view and the knowledge based perspective, we develop a conceptual framework for constructing core competencies for African companies. More specifically, we explore the under-researched linkage between core competencies and knowledge management. By examining the roots of core competency in the resource-based view and knowledge-based perspective, we identify the knowledge underpinning core competencies. We then reconcile diverse knowledge management models to propose an integrative approach towards generating such critical knowledge, based on which we further argue that African companies should build their strategy on the creation of core competencies rather than solely relying on conventional international technology transfer

Towards an understanding of talent management as a phenomenon-driven field using bibliometric and content analysis

This review adopts a phenomenon-driven approach in reviewing the talent management (TM) literature, applying methods derived from bibliometrics and content analysis to evaluate the state of the field and derive implications for research and practice unbiased towards a-priori assumptions of which frameworks or methods are most adequate. Based on analyses of publication volume, journals and their impact factors, most cited articles and authors, preferred methods, and represented countries, we assess whether TM should be approached as an embryonic, growth, or mature phenomenon, and examine dominant (i.e., resource-based view, international human resource management, employee assessment, and institutionalism) versus ‘alternative’ (i.e., knowledge management, career management, strength-based approach, and social exchange theory) theoretical frameworks. Our goal is to assist TM researchers in positioning their work more explicitly vis-à-vis current debates in the existing literature and encourage them to think about which approach best fits their research aims, questions, and designsPeer ReviewedPostprint (author’s final draft