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Article
Publication date: 1 April 1996

Peter Stannack

This paper describes a research project which was designed to identify

696

Abstract

This paper describes a research project which was designed to identify

Details

Management Research News, vol. 19 no. 4/5
Type: Research Article
ISSN: 0140-9174

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Article
Publication date: 5 September 2008

Hsiaoping Yeh

The purpose of this paper is to propose a knowledge value creation model to evaluate and interpret knowledge conversion effects and knowledge value creation for…

2246

Abstract

Purpose

The purpose of this paper is to propose a knowledge value creation model to evaluate and interpret knowledge conversion effects and knowledge value creation for knowledge‐intensive procurement projects.

Design/methodology/approach

To depict the knowledge‐conversion processes and knowledge value creation, two portions are undertaken in the model: quantifying the success of every knowledge conversion; and analyzing and interpreting effects on each conversion process and the entire procurement project. A case study for the model implementation is provided.

Findings

In the case study, four factors of “performance improvement,” “project learning,” “project comprehension,” and “project value” cover the importance from knowledge workers' perception. However, attitudes of indirect knowledge workers toward instant project learning are not as aggressive as those of the direct project workers.

Originality/value

Systematic thinking based on knowledge management (KM) is required in order to feasibly and efficiently manage and program procurement projects which might involve buyer‐supplier knowledge communication. For the knowledge‐intensive projects, a systematic approach to the treatment of knowledge transfer assessment is also able for organizations to encode knowledge and knowledge value into supplier relationship management (SRM) and KM information systems. The proposed model is not only the first attempt to quantitatively and qualitatively evaluate knowledge conversion incorporated within KM but also contributes to the literature on SRM of assessing the performance of procurement projects.

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Journal of Manufacturing Technology Management, vol. 19 no. 7
Type: Research Article
ISSN: 1741-038X

Keywords

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Article
Publication date: 19 June 2017

Anshu Sharma and Tanuja Sharma

This paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the…

14220

Abstract

Purpose

This paper aims to explore the role of human resource (HR) analytics on employees’ willingness to improve performance. In doing so, the paper examines issues related to the performance appraisal (PA) system which affect employees’ willingness to improve performance and how HR analytics can be a potential solution to deal with such issues.

Design/methodology/approach

The paper develops a conceptual framework along with propositions by integrating both academic and practitioner literatures, in the field of HR analytics and performance management.

Findings

The paper proposes that the use of HR analytics will be negatively related to subjectivity bias in the PA system, thereby positively affecting employees’ perceived accuracy and fairness. This further positively affects employees’ satisfaction with the PA system, which subsequently increases employees’ willingness to improve performance.

Research limitations/implications

The paper provides implications for both researchers and practitioners in the performance management area for improving employees’ performance by applying HR analytics as a strategic tool in the PA system. It also provides implications for future researchers to empirically test the conceptual framework in different organizational settings.

Originality/value

The paper offers insights into how the use of HR analytics can deal with issues of subjectivity bias in the PA system and positively affects employees’ willingness to improve performance.

Details

Management Research Review, vol. 40 no. 6
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 13 May 2014

Kleanthis K. Katsaros, Athanasios N. Tsirikas and Christos S. Nicolaidis

The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of…

1896

Abstract

Purpose

The aim of the research is to investigate how managers' personal traits, emotions and attitudes shape their tolerance of ambiguity (TOA); and consequently, the influence of managers' ambiguity tolerance in organizations' financial performance.

Design/methodology/approach

Survey data were collected from 54 Greek banks. A total of 412 senor-level managers completed questionnaires examining TOA, personal traits, emotions and attitudes in the workplace. Principal components analysis and ordinary least-squares regressions were used to explore the hypotheses of the paper.

Findings

Three factors characterize managers' emotions in the workplace, namely pleasure, arousal and dominance; and, respectively, two factors their involvement, namely importance and interest. Further, locus of control, importance, job satisfaction, pleasure and organizational commitment critically affect managers' TOA, which, in turn, seems to influence positively organizations' profitability.

Research limitations/implications

Further research is required in Greek banking industry regarding the influence of managers' emotional and cognitive attributes in organizations' financial performance. Likewise, this research should be expanded to other industries.

Practical implications

The findings provide further support on the significance of emotional and cognitive attitudes in the workplace; the paper suggests policies to enhance managers' TOA, and thus, organizations' profitability.

Originality/value

The originality of this study lies in the finding that emotional and cognitive characteristics affect managers' TOA, which, in turn, influences significantly organizations' profitability. Another significant contributing factor is that the study is carried out in Greece, where few studies have been conducted in this area.

Details

Management Research Review, vol. 37 no. 5
Type: Research Article
ISSN: 2040-8269

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Article
Publication date: 17 March 2021

Muhammad Ibrahim Abdullah, Dechun Huang, Muddassar Sarfraz, Junaid Naseer and Muhammad Waqas Sadiq

Organizations are facing several challenges in the current challenging business environment. The current study explores how counterproductive work behavior (CWB) affects…

1611

Abstract

Purpose

Organizations are facing several challenges in the current challenging business environment. The current study explores how counterproductive work behavior (CWB) affects bio-medical companies' firm performance in Pakistan. The study considers the mediating role of organizational culture and its impact on CWB and a firm's performance.

Design/methodology/approach

Data were collected through a self-administered questionnaire. For data collection, 300 questionnaires were distributed among employees working in biomedical companies. Statistical analysis such as descriptive statistics, Pearson moment correlation and structural equation modeling (SEM) techniques was used to analyze the study variable's relationship and its effect on the firm's performance.

Findings

The study results revealed that CWB and organizational culture significantly influence firm performance directly and indirectly. Moreover, organizational culture partially mediates the relationship between CWB and companies' performance.

Originality/value

The current study plays a significant role in the firm's policy directions. There are limited research and information accessible to biomedical firms in Pakistan. Counterproductive job habits wind up becoming something that significantly affects the firm performance. This research adds to human resource management, corporate management and the business strategy literature.

Details

Business Process Management Journal, vol. 27 no. 6
Type: Research Article
ISSN: 1463-7154

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