This paper templet is copyright by Global Conference on Business and Social Science organized by Global Academy of Training&Research(GATR)Enterprise.Intellectual capital and knowledge are the most important assets...This paper templet is copyright by Global Conference on Business and Social Science organized by Global Academy of Training&Research(GATR)Enterprise.Intellectual capital and knowledge are the most important assets of most organizations to ensure that determined or intended strategies can be implemented.The resource-based view of the firm considers the firm as a bundle of tangible resources,intangible resources,and organisational capabilities.An effective IC refers to the critical issues of organisational adaptation,survival and competence in the face of discontinuous environmental change.KM is essential for retaining employees’knowledge within a firm by using appropriate technology and tools to capture and store the knowledge residing in the minds of its employees,so it can be easily shared and reused.There is a growing realisation of the importance of the development and understanding of theory for both Intellectual Capital and Knowledge Management in relation to guide the successful development of Knowledge Management Organisations.This study is fundamental because it will provide the whole picture about the different levels of knowledge;individual,group and organizational,which express internal knowledge(formal and informal knowledge)and external knowledge such as customers and suppliers.The aim of this study is addressed some of the gaps in Intellectual Capital literature.It is necessary to investigate the interactions between IC components in Knowledge management organizations,which include human capital(HC),Organizational capital(OC),and Relational capital(RC).This is important in order to discover the extent to which these factors work together to achieve a network’s knowledge management in organization.展开更多
This paper examines the role of transformational leadership in transforming an organization into a knowledge based, then into learning organization so that it becomes an innovative company. Important features of the l...This paper examines the role of transformational leadership in transforming an organization into a knowledge based, then into learning organization so that it becomes an innovative company. Important features of the leader such and ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts and innovation protocols are discussed in this paper. This paper demonstrates that shifting the organization to become a knowledge based and then to be learning organization and finally to become innovative company could involve some unique attributes of a transformation leadership. In that regards, the paper also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The paper will present a method of a studying how successful innovation leaders of companies could found themselves acting in three roles namely: knowledge leader, learning leader and then innovation leader.展开更多
This research seeks to explore the current knowledge management (KM) practice in the Water Recourses Management Company (WRMC) according to Jashpar's knowledge management cycle which comprises four loops, includi...This research seeks to explore the current knowledge management (KM) practice in the Water Recourses Management Company (WRMC) according to Jashpar's knowledge management cycle which comprises four loops, including knowledge creation, knowledge organization, knowledge sharing and knowledge leverage. This research used a qualitative method, and data were collected through questionnaires. The 92 respondents were the staff of office. The data were analyzed through SPSS software. The findings of this research reveal that, the knowledge creation and knowledge organization were in good level, but knowledge sharing condition was not suitable, therefore, it has negative effect on leveraging knowledge, hence we tried to demonstrate a knowledge management implementation model using the knowledge management concept and taking advantage from the concept of excellence model by the purpose of continuous improvement. This paper suggests proper knowledge management implementation (KMI) is a managerial approach that can turn an organization to an agile one. In order to verify and validate the performed research, the planned model has been accomplished in the Hydropower Plant Department, Water Recourses Management Company, positive and acceptable results were obtained and organizations total factor productivity increase was achieved which was appreciated by the organization.展开更多
This article attempts to analyze, through a re-reading of the present sociological literature on the organization (that explores the organizations themselves in terms of "tacit" rather than "explicit", "socio-cu...This article attempts to analyze, through a re-reading of the present sociological literature on the organization (that explores the organizations themselves in terms of "tacit" rather than "explicit", "socio-cultural systems" rather than "socio-technical systems"), the main intangible components that may affect the organizational live and all the organizing in general for the good or the evil, with respect to the "success" rather than the "failure" of the "in and out" organizational acting. There are then some sorts of "basic assumptions", deemed indispensable, also because they are still there and live in organizations but they do not always have a careful importance. Therefore the objective of the article is to describe them highlighting their salience and attempt to define parameters for further in-depth studies.展开更多
This paper explores how disaster risk knowledge shapes local heat wave risk management in London,UK.Its focus is on the implementation of the UK National Heatwave Plan through public sector organizations in London.Emp...This paper explores how disaster risk knowledge shapes local heat wave risk management in London,UK.Its focus is on the implementation of the UK National Heatwave Plan through public sector organizations in London.Empirical evidence stems from 49 semi-structured,expert interviews with risk managers from local authorities,and health and social care organizations in London.Findings suggest that the National Heatwave Plan is an important source of disaster risk knowledge,but that it has not been successful in steering sustainable change in the way that heat risk is planned for at the local level.The plan is perceived locally as a public health strategy focused on emergency response.This reinforces local heat wave planning approaches that are enacted through public health and that prioritize short-term response actions,rather than long-term preventive strategies.This paper argues that the provision of disaster risk knowledge can undermine paradigm shifts in local risk planning if it constrains consideration of alternatives to existing risk management approaches.展开更多
The paper outlines the concept and implementation process of knowledge management,introduces a new domain of study in information science,that is,the concept,composition and process of information architecture,and exp...The paper outlines the concept and implementation process of knowledge management,introduces a new domain of study in information science,that is,the concept,composition and process of information architecture,and explores the relationship between knowledge management and information architecture.展开更多
文摘This paper templet is copyright by Global Conference on Business and Social Science organized by Global Academy of Training&Research(GATR)Enterprise.Intellectual capital and knowledge are the most important assets of most organizations to ensure that determined or intended strategies can be implemented.The resource-based view of the firm considers the firm as a bundle of tangible resources,intangible resources,and organisational capabilities.An effective IC refers to the critical issues of organisational adaptation,survival and competence in the face of discontinuous environmental change.KM is essential for retaining employees’knowledge within a firm by using appropriate technology and tools to capture and store the knowledge residing in the minds of its employees,so it can be easily shared and reused.There is a growing realisation of the importance of the development and understanding of theory for both Intellectual Capital and Knowledge Management in relation to guide the successful development of Knowledge Management Organisations.This study is fundamental because it will provide the whole picture about the different levels of knowledge;individual,group and organizational,which express internal knowledge(formal and informal knowledge)and external knowledge such as customers and suppliers.The aim of this study is addressed some of the gaps in Intellectual Capital literature.It is necessary to investigate the interactions between IC components in Knowledge management organizations,which include human capital(HC),Organizational capital(OC),and Relational capital(RC).This is important in order to discover the extent to which these factors work together to achieve a network’s knowledge management in organization.
文摘This paper examines the role of transformational leadership in transforming an organization into a knowledge based, then into learning organization so that it becomes an innovative company. Important features of the leader such and ability to assist in developing and accommodating the implementation of knowledge management programs, learning organization concepts and innovation protocols are discussed in this paper. This paper demonstrates that shifting the organization to become a knowledge based and then to be learning organization and finally to become innovative company could involve some unique attributes of a transformation leadership. In that regards, the paper also demonstrates that organizations need first to create, capture, transfer, and mobilize knowledge before it can be used for learning and then for innovation. The paper will present a method of a studying how successful innovation leaders of companies could found themselves acting in three roles namely: knowledge leader, learning leader and then innovation leader.
文摘This research seeks to explore the current knowledge management (KM) practice in the Water Recourses Management Company (WRMC) according to Jashpar's knowledge management cycle which comprises four loops, including knowledge creation, knowledge organization, knowledge sharing and knowledge leverage. This research used a qualitative method, and data were collected through questionnaires. The 92 respondents were the staff of office. The data were analyzed through SPSS software. The findings of this research reveal that, the knowledge creation and knowledge organization were in good level, but knowledge sharing condition was not suitable, therefore, it has negative effect on leveraging knowledge, hence we tried to demonstrate a knowledge management implementation model using the knowledge management concept and taking advantage from the concept of excellence model by the purpose of continuous improvement. This paper suggests proper knowledge management implementation (KMI) is a managerial approach that can turn an organization to an agile one. In order to verify and validate the performed research, the planned model has been accomplished in the Hydropower Plant Department, Water Recourses Management Company, positive and acceptable results were obtained and organizations total factor productivity increase was achieved which was appreciated by the organization.
文摘This article attempts to analyze, through a re-reading of the present sociological literature on the organization (that explores the organizations themselves in terms of "tacit" rather than "explicit", "socio-cultural systems" rather than "socio-technical systems"), the main intangible components that may affect the organizational live and all the organizing in general for the good or the evil, with respect to the "success" rather than the "failure" of the "in and out" organizational acting. There are then some sorts of "basic assumptions", deemed indispensable, also because they are still there and live in organizations but they do not always have a careful importance. Therefore the objective of the article is to describe them highlighting their salience and attempt to define parameters for further in-depth studies.
文摘This paper explores how disaster risk knowledge shapes local heat wave risk management in London,UK.Its focus is on the implementation of the UK National Heatwave Plan through public sector organizations in London.Empirical evidence stems from 49 semi-structured,expert interviews with risk managers from local authorities,and health and social care organizations in London.Findings suggest that the National Heatwave Plan is an important source of disaster risk knowledge,but that it has not been successful in steering sustainable change in the way that heat risk is planned for at the local level.The plan is perceived locally as a public health strategy focused on emergency response.This reinforces local heat wave planning approaches that are enacted through public health and that prioritize short-term response actions,rather than long-term preventive strategies.This paper argues that the provision of disaster risk knowledge can undermine paradigm shifts in local risk planning if it constrains consideration of alternatives to existing risk management approaches.
文摘The paper outlines the concept and implementation process of knowledge management,introduces a new domain of study in information science,that is,the concept,composition and process of information architecture,and explores the relationship between knowledge management and information architecture.