Search results

Two paradigm orientations exist in the emerging field of knowledge management (KM). In one paradigm, information technology predominantly influences ideas about knowledge management. In the other, organizational learning is the major influence. For KM to contribute effectively to organizational strategy, organizations must build and strengthen the linkages between KM, human resource management (HRM), and business development. The dual paradigm nature of KM suggests that strategies driven by information technology exhibit quite different characteristics to those driven by organizational learning, the former being driven by technology, while the latter is dominated more by a focus on people. It is important for HR practitioners to understand how certain paradigm orientations to KM can lead to very different paths into thinking about HRM practices and can result in a lack of continuity between various strategic initiatives in an organization. In turn, quality initiatives in HRM will be affected. Suggestions for dealing with the dual paradigm nature of KM are also offered.

This study aims to explore the relationship between digital transformation and resilience development in the Australian food supply chain (FSC), and identify the contribution of digital technologies to it using the dynamic capabilities theory as theoretical lens.

For that, a mixed-method approach was used. It combines both quantitative and qualitative data to identify trends and details of the phenomenon, yielding more robust findings. We firstly collected and analyzing quantitative data obtained from food industry practitioners and, then, qualitative data gathered through semi-structured interviews with experts.

The study findings suggest that the relationship between digital transformation and resilience varies among tiers of the FSC and that digital technologies adoption affects resilience development differently across tiers. This highlights the potential cost savings of developing strategies that jointly address digital transformation and resilience development, improving performance outcomes and determining the extent to which digital technologies enhance or inhibit certain aspects of resilience in the FSC.

The study frames the relationship between digital technologies and resilience within the dynamic capabilities theory and suggests that digitalization can enhance resilience by enabling organizations to sense, seize, and transform strategies. We also provide insights for managers to develop strategies that simultaneously enhance digitalization and resilience, resulting in improved performance during disruptive events.

The purpose of this paper is to examine the influence of the Chinese cultural architecture on motivating workplace behaviour for enhanced productivity in Chinese workplaces.

The paper describes the Chinese cultural architecture and presents a cursory review of the substantive literature in this field. Based on this review, a conceptual framework for managing within Chinese organizations is presented, based on the first‐hand experience in the field as well as anecdotal evidence provided by practitioners in international management.

In the light of research, which suggests that the realities about motivation in the context of Chinese workplaces are more complicated than originally thought, this paper moves away from viewing Chinese workplace behaviour from a purely systems‐based perspective. Although ideas about collectivism and individualism certainly explain important aspects of workplace behaviour, an orientation to practicality and the emotive side of life in Chinese workplaces also affects behaviour in quite subtle ways.

While the development of a conceptual framework for practicing managers provides a guide to managing in China, work that is more empirical is necessary to test the resilience of the framework.

The paper offers practical steps to improve the performance and productivity of both managers and employees in Chinese organizations.

The framework presented utilizes the conventional collectivism/individualism dichotomy with notions of practicality and emotion in Chinese workplaces. This is one potential step forward to the development of a more motivating management style in China.

Investigates the impact of national culture on organisational learning in a global context, as well as implications for international management development. Studies on organisations generally accept the existence of two “cultures” within an organisation – the “systems” culture and the “organisational” culture. National culture too has a significant, yet often underestimated, impact on organisational learning in international joint ventures. Motivated by national culture, stakeholders strive continuously to create sufficient shared meaning and management practices to make a joint venture viable. Using examples drawn from an Australian/Malaysian collaboration, explores the ways in which organisational learning and management behaviour are shaped by the often intangible influence of national culture. Offers a model to suggest means by which managers on both sides of a joint venture can improve understanding of the impact of national culture through critical inquiry and reflection. Also suggests that while cultural ways of knowing sometimes collide rather than converge, internal organisational processes can have a positive impact on the operations of a joint venture.

Two groups of middle level managers, one based in Australia, and the other in Hong Kong, were the focus of this study. A survey followed by focus group research revealed that almost half of the managers in both Australia and Hong Kong were unable to say whether knowledge management (KM) was practised in their organisations. Many were unable to determine whether KM had strategic significance within the organisation and neither group was able to articulate a comprehensive definition of KM. While there were some distinct similarities between the two groups on these issues, there were significant differences between managers in Australia and Hong when asked to describe the possible ways in which KM might be manifested within an organisation. Hong Kong managers framed KM within a framework dominated by information technology, while Australian managers subscribed to a broader orientation, which included not only information technology but also more humanist factors. Analysis of the results includes speculation on whether cross‐cultural differences may play a role in the interpretation and practice of KM.

To explore linkages between knowledge management (KM) and human resource management (HRM) as a means of developing leadership and management capabilities to support sustainability.

A range of relevant literature is explored initially. A framework linking KM and HRM is then applied to the development of leadership and management capabilities to support sustainability.

Provides a means by which to promote sustainability through effective KM and HRM linkages and suggests means by which organisations can develop leadership and management capabilities to support sustainability across business, environmental and social justice contexts.

This paper fills a gap in current literature by providing managers with a framework for addressing sustainability issues and for developing individual and organisational capabilities to support sustainability through KM and HRM practices.

The process of innovation depends heavily on knowledge, and the management of knowledge and human capital should be an essential element of running any type of business. Recent research indicates that organisations are not consistent in their approach to knowledge management (KM), with KM approaches being driven predominantly within an information technology (IT) or humanist framework, with little if any overlap. This paper explores the relationship between KM approaches and innovation performance through a preliminary study focusing on the manufacturing industry. The most significant implication that has emerged from the study is that managers in manufacturing firms should place more emphasis on human resource management (HRM) practices when developing innovation strategies for product and process innovations. The study shows that KM contributes to innovation performance when a simultaneous approach of “soft HRM practices” and “hard IT practices” are implemented.

The purpose of this study is to evaluate the effects of knowledge management (KM) processes on human resource management’s (HRM’s) performance in family-owned organizations. Therefore, a model is proposed to explain the core processes of KM and their effects on HRM's performance.

A field study is conducted based on data collected from family-owned companies in Turkey. The survey instrument is a self-administered questionnaire composed of 36 questions in total. There are three demographic questions, 18 questions aim to investigate KM processes and 15 questions aim to investigate HRM practices.

The results show that KM processes have significant positive relationships with HRM performance. Among the processes of KM, knowledge generation (KG) is found to have the most significant effect. This study shows that KM processes are enhancing HRM performance in family-owned organizations.

First of all, it is conducted on family-owned companies. Hence, the results may change based on types of organizations. Second, convenience sampling was used in data collection. The majority of data were collected through HRM departments who were available, reliable and easy to access. Despite many advantages of this sampling technique on major disadvantage is lacking clear generalizability. For this reason, it is presumed that HRM awareness is high in the selected participants. Different sampling methods may lead to different results. Thus, for future research, it would be useful to make cross-cultural and cross-sectorial studies to compare the business cultures and to find more accurate outcomes related to KM and HRM implementations.

Nowadays, most of the family-owned companies are well aware of the statement that both KM and HRM have significant positive impacts on organizational outcomes. This research's findings indicate that KM processes enhance HRM performance in family-owned organizations. Therefore, family-owned organizations should pay more attention on KM processes and the linkage between KM and HRM in order to obtain better HRM results.

The purpose of this study is to explore the dynamics of trust creation in an early buyer–supplier relationship phase at the interpersonal level. The authors use a brand-based communication approach to investigate the trust–risk–commitment link.

Survey data from 204 senior managers in small and medium-size enterprises (SMEs) in Australia were collected and analyzed.

Results indicate that ability, credibility, benevolence and persona of supplier brand representatives (SBRs) relate significantly to a buyers’ trust in SBR, leading to diminished perceived risk, and increased relationship commitment between the parties. These findings support the importance of using individual representatives who are able to broadcast their supplier’s brand values, and increase trust in exploratory buyer–supplier relationships.

This research focused on SMEs in Australia, investigating exploratory phase of the interpersonal relationships. Future research can investigate large firms interacting in different relationship phases in the light of brand-based communication.

The study describes several strategies for both buying and supplying firms to use, to best use brand-based communication as a means to build trust in the early phases of buyer–supplier relationships.

Prior research has focused on interorganizational trust and established or mature buyer–supplier relationships. This study investigates the initial phase of buyer–supplier relationships, and at the interpersonal exchange level. It also incorporates a role for brand-based communication in the buyer–supplier relationship which has received limited attention in the literature.