The article identifies the risks and challenges of using enterprise portal technology for managing corporate information and knowledge. Many of the risks and challenges are…
Abstract
The article identifies the risks and challenges of using enterprise portal technology for managing corporate information and knowledge. Many of the risks and challenges are attributed to the inherent limitations of the software solutions for information and knowledge management. It is argued that the risks of adverse effects from the inherent limitations of artificial agents can be reduced if the technical solution, i.e. the portal architecture, is embedded into adequate relational human architecture. The article proposes a management model for enterprise portals analogous to the management model for newspaper production, and argues that the model provides the adequate organizational structure for overcoming the inherent limitations of enterprise portals.
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Corporations are trying to increase employee satisfaction to reduce the negative impact of the ongoing war for talent. Providing employees with internal job opportunities is a…
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Corporations are trying to increase employee satisfaction to reduce the negative impact of the ongoing war for talent. Providing employees with internal job opportunities is a means of demonstrating that they can realize their career goals inside rather than outside of the company. This requires employees to be free to apply and move to new positions as vacancies occur. Many corporations have different restrictions on employee internal mobility, of which residency is one. The present article examines the relevance of the residency policy in modern corporations. It concludes that the residency policy neither facilitates internal labor allocation nor contributes to employee retention. Line managers and some groups of employees resist the elimination of residency due to fears of conflicts of interest, which are inevitable in internal labor markets. The policy can be effectively eliminated if the proper internal labor market processes are instituted, and if employees are educated in them.
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Investigates customer relationship management (CRM) as a new concept. Follows the introduction of CRM in various settings, from departments to corporations, and the changes…
Abstract
Investigates customer relationship management (CRM) as a new concept. Follows the introduction of CRM in various settings, from departments to corporations, and the changes, commitment and support that are required to make the implementation of it a success. Points out that CRM is a strategy not a solution and can provide enormous competitive advantage if implemented in a co‐operative environment. Points out that the committed involvement of senior management is essential in promoting and supporting the concept of customer relationship management within the organization. Looks at what might be emerging in the future and how customer relationship management may be used in different areas of business, such as human resources.
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In today’s hyper‐competitive markets, the most valuable asset and the primary source of competitive advantage is human capital. It is also the resource which is most difficult to…
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In today’s hyper‐competitive markets, the most valuable asset and the primary source of competitive advantage is human capital. It is also the resource which is most difficult to maintain, for the ongoing war for talent depletes the human capital of companies that fail to meet their employee expectations. To increase employee satisfaction and retention, corporations are eliminating the restrictions on internal employee mobility. Free internal labor markets (ILMs) demonstrate to employees that they can realize their career goals within rather than outside of the company. The liberalization of internal mobility and the institutionalization of job competition cause the convergence of the ILM and the external labor market. The transition to ILM is challenging but is the only road to securing long‐term competitive advantage. The present paper offers both a conceptual analysis and a practical road map for implementing ILM. It also discusses how two global financial companies build their ILMs.
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The Chubb Group of insurance companies and Bear Stearns security company are among the large corporations that have, over the last decade, been gradually liberating their internal…
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The Chubb Group of insurance companies and Bear Stearns security company are among the large corporations that have, over the last decade, been gradually liberating their internal labor markets. The traditional system of management determining the employee’s career path has been replaced by a system in which employees are free to apply for, and move to, new vacant positions. Market principles, rather than command and control principles, govern the filling of vacancies. Employees are free to undertake any opportunities that fit their career goals, and managers have incentives to choose the best available candidate.