Towards Process-Aware Cross-Organizational Human Resource Management

Finding human resources with the required set of skills, experience, and availability to execute an activity at a specific moment, is a socio-technical challenge for enterprises that use business-process aware systems. On an intra-organizational level, there exists an increasing body of knowledge for automated human-resource management. However, the recent pervasiveness of service-oriented cloud computing combined with mobile devices and big data, has resulted in the emergence of crossorganizational ecosystems in which workforce is distributed. Consequently, human-resource management has to consider more requirements compared to a purely intra-organizational setting. This position paper addresses the gap and describes a set of challenges in the management of human resources in service outsourcing scenarios based on process views and automatic process-view matching. The contribution is a specification of research directions that must be pursued so that resource management successfully adopts the special requirements for scaling to a cross-organizational level. Keywords: human resource management, process matching, process view, resource allocation, resource assignment, service outsourcin

Knowledge Management Systems That Influence Sustainable Competitive Advantage amongst Humanitarian Agencies in Kenya- Case of Information Technology Systems as an Enabler of Knowledge Management

This study investigated the influence of Knowledge Management (KM) systems on Sustainable Competitive Advantage (SCA) amongst Humanitarian Agencies-HAs through the use of IT systems as an enabler of knowledge management. The objective of study was to examine how information technology systems affect sustainable competitive advantage in humanitarian agencies- HAs- in Kenya. The study population was 42 HAs with 10,487 employees in Kenya. Both the primary and secondary data were collected using questionnaires, interviews, and observation checklists. The questionnaires were administered by a drop and collect method to ensure high response rates. Employees were stratified into management and junior staff. Purposive sampling was then used to sample management staff in the agencies surveyed and simple random sampling techniques were used to sample employees at the junior level. Statistical tools such as cross-tabulation and frequency tables were used to analyze the data. This study adopted a descriptive research design. The study used resource-based theory of knowledge management for competitive advantage as its theoretical basis. The resource-based view and theory of the firm defines a strategic asset as one that is rare, valuable, imperfectly imitable and non-substitutable. Knowledge is seen as one such strategic asset with the potential to be a source of competitive advantage for an organization. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this study aimed at developing and validating a conceptual model of the relationships between knowledge management enabler- it Systems and their influence on competitive advantage amongst humanitarian agencies in Kenya. From the study, there is substantial evidence to show that knowledge management has a strong positive influence on sustainable competitive advantage. The results from the 42 agencies surveyed reconfirmed a general agreement found in the literature that technological systems are ideal to bring significant positive correlations in improving organizational competitive advantage. Finally, recommendations were offered from practical ideas, drawn from experience, and intended for practitioners working with HAs but are also based on the theory behind the knowledge management concept and are just as relevant for consideration by knowledge management and development theorists alike. Key Words: Knowledge Management, Competitive Advantage, Humanitarian agencies, Civic, IT, Strategy, Organization, Enabler

How Organizational Culture as an Enabler of Knowledge Management Systems Influence Sustainable Competitive Advantage amongst Humanitarian Agencies in Kenya

This study investigated the influence of Knowledge Management (KM) systems on Sustainable Competitive Advantage (SCA) amongst Humanitarian Agencies-HAs through the use of organizational culture as an enabler of knowledge management. The objective of study was to show how organizational culture affects sustainable competitive advantage in humanitarian agencies- HAs- in Kenya. The study population was 42 HAs with 10,487 employees in Kenya. Both the primary and secondary data were collected using questionnaires, interviews, and observation checklists. The questionnaires were administered by a drop and collect method to ensure high response rates. Employees were stratified into management and junior staff. Purposive sampling was then used to sample management staff in the agencies surveyed and simple random sampling techniques were used to sample employees at the junior level. Statistical tools such as cross-tabulation and frequency tables were used to analyze the data. This study adopted a descriptive research design. The study used resource-based theory of knowledge management for competitive advantage as its theoretical basis. The resource-based view and theory of the firm defines a strategic asset as one that is rare, valuable, imperfectly imitable and non-substitutable. Knowledge is seen as one such strategic asset with the potential to be a source of competitive advantage for an organization. By adopting a resource-based theory of the firm with an extension of a knowledge-based perspective, this study aimed at developing and validating a conceptual model of the relationships between knowledge management enablers and their influence on competitive advantage amongst humanitarian agencies in Kenya. From the study, there is substantial evidence to show that knowledge management has a strong positive influence on sustainable competitive advantage. The results from the 42 agencies surveyed reconfirmed a general agreement found in the literature that culture makes a unique and significant contribution to the sustainable competitive advantage of humanitarian agencies. Finally, recommendations were offered from practical ideas, drawn from experience, and intended for practitioners working with HAs but are also based on the theory behind the knowledge management concept and are just as relevant for consideration by knowledge management and development theorists alike. Key Words: Knowledge Management, Competitive Advantage, Humanitarian agencies, Culture, Strategy, Organization, Enabler

Gestión sostenible de los recursos humanos y el desempeño organizacional: un marco teórico integrador para futuras investigaciones

[ENG] This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance. [SPA] Este documento identifica y analiza seis enfoques relevantes para el análisis de la gestión sostenible de los recursos humanos y el desempeño organizacional: visión basada en recursos y capacidades, visión de capacidades dinámicas, visión basada en el conocimiento, teoría del comportamiento, teoría de las relaciones humanas y sistemas cooperativos y organizaciones ambidiestras. Son enfoques complementarios. Todos pueden aplicarse al análisis de un recurso o capacidad específicos para la gestión sostenible de los recursos humanos y, en consecuencia, el desempeño organizacional. Sin embargo, los aportes de la visión basada en recursos y capacidades y el nuevo enfoque de Organizaciones Ambidiestras parecen ser los enfoques más integrales para estudiar la gestión sostenible desde una perspectiva interna de las empresas que permite el desarrollo a largo plazo de su desempeño organizacional y social.The authors are grateful for the support provided by the Spanish Ministry of Science and Innovation (Funder Identifier: http://dx.doi.org/10.13039/501100004837). Project PID2019-107546GA-I00 –AEI/FEDER, UE

The effectiveness of crowdsourcing in knowledge-based industries: the moderating role of transformational leadership and organisational learning

[EN] Crowdsourcing provides an opportunity for SMEs to exploit collective knowledge that is located outside the organisation. Crowdsourcing allows organisations to keep pace with a fast-changing environment by solving business problems, supporting R&D activities, and fostering innovation cheaply, flexibly, and dynamically. Nevertheless, managing crowdsourcing is difficult, and positive outcomes are not guaranteed. Drawing on the Resource-based View, we study transformational leadership and organisational learning capability as complementary assets to help SMEs deploy crowdsourcing. An empirical study of Spanish telecommunications and biotechnology companies confirmed the moderating effect of organisational learning on the relationship between crowdsourcing and organisational performance.Devece Carañana, CA.; Palacios Marqués, D.; Ribeiro-Navarrete, B. (2019). 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Importance of Organizational Tacit Knowledge: Barriers to Knowledge Sharing

This chapter incorporates the relevance of tacit knowledge and highlights some major barriers to knowledge sharing. Knowledge transfer is action through which; information, skills, expertise and experience is exchanged among people in an organization and it is a valuable and tangible asset for creating sustainability, performance and competitive advantage. From what is currently known, knowledge sharing activities occur generally with the support of knowledge systems designed by the board and knowledge managers. It is suggested that technology is one of the tools that support knowledge sharing, though other factors exist, such as organizational culture, trust, leadership and management philosophy, incentives and internal control systems. In this study, the researchers explore possible knowledge sharing opportunities and associated barriers, starting from top management to employees. The main purpose of this chapter is to look at how tacit knowledge affects organizational success. The chapter also covers ways to promote knowledge transfer in order to improve organizational performance and innovation. The discussion elaborated on the significance of tacit knowledge in a way that previous literature does not. It is emphasized that, from a resource-based view, businesses gain competitive advantage when they value and retain their existing tacit knowledge, as explicit knowledge is already known to everyone. According to the study, important variables such as corporate culture, individual employees, technology, and organizational internal factors are potential hurdles that must be examined to minimize the impact on organizational learning

Does stakeholder engagement affect corruption risk management?

Major international organizations such as the Organization for Economic Cooperation and Development (OECD), the United Nations (UN), and the European Union (EU) have stressed the importance of risk management as a useful mechanism to prevent corruption. Anticorruption laws or regulations have been developed around the world, both at regional and national level. These aim to support the design and implementation of proactive management of corruption risks in the public sector. This article aimed to investigate the relationship between stakeholder engagement and the extent of implementation of corruption risk management systems by public organizations. We analysed the anticorruption plans of 343 Italian administrations to explore how different categories of stakeholders (i.e. employees, governing bodies, users/citizens associations) can contribute to the corruption risk management process. We found that the involvement of external and internal stakeholders can positively affect the extent of implementation of corruption risk management systems by public organizations. We explained our results by referring to both traditional organizational theories (institutional theory and the resource-based view) and public governance theories (collaborative and inclusive governance). Institutional pressures, knowledge and values emerged as keys to understanding the results

Determinants of value creation from organizational performance-based view: Implications for IT industry in the Post-Covid-19 World

Purpose – The purpose of this study is to identify the variables that drive value creation in the Information Technology (IT) industry specifically, in the post-Covid-19 world. Design/methodology/approach - This study has synthesized existing literature through which it identifies the variables driving value creation in the IT industry. Findings - The results of the study show that competitive advantage, cross-disciplinary communication, and diversity drive value creation in the IT industry. Furthermore, the discussion extends organizations' absorptive capacity through the means of integration, learning, and reconfiguring knowledge by assimilating the knowledge process to sense and seize vital opportunities in the market, enablingservice innovation practices outcome, driving enterprise agility by leading digital adoptions in the Post-Covid-19 times,yielding the higher organization value by the extent of social-network heterogeneity (SNH) and focussing on the principle of “the strength of weak ties”are the abilities of an organization to react to a crisis. Research limitations/implications – This study proposes that this article should help the IT industry and the organizations underneath to achieve greater agility, stability through the extent of IT infrastructure, IT human resource, and IT knowledge management, focusing on cross-disciplinary as a collection of practices over a) intentional learning, b) strategic leadership, and c) transforming practices into integrating systems and embracing design thinking (DT) by encompassing emotional intelligence, integral intelligence, and experiential intelligence approaches, in these post-Covid-19 times more effectively and confidently. Additionally, leveraging absorptive capacity is a key resource in developing and increasing organizations' knowledge pools. Originality/value – This study offers a theoretical platform for the study ofvalue creation in the IT industry. The present study is the first step towards integrating the elements of value creation with dynamic capabilities to enhance the absorptive capacity of an organization, promoting entrepreneurial behavior and diversity management capabilities. Furthermore, this study ascertains the role of market dynamism, Schumpeter's innovation dimensions, Maslow's hierarchy of needs, constructivism, organizational learning,resilience-enhancing diversity management (REDM), strategic human resource management (HRM),and resource- based view as implementation models for the variables identified

Human Resources and the Resource Based View of the Firm

The resource-based view (RBV) of the firm has influenced the field of strategic human resource management (SHRM) in a number of ways. This paper explores the impact of the RBV on the theoretical and empirical development of SHRM. It explores how the fields of strategy and SHRM are beginning to converge around a number of issues, and proposes a number of implications of this convergence