This study aims to identify the impact of knowledge management through its dimensions; namely knowledge creation, storage knowledge, knowledge sharing, knowledge application and technology knowledge on organizational effectiveness based on the managers' attitudes in private banks in the Erbil city in Kurdistan region, Iraq. To achieve the study objectives, a questionnaire was constructed consisting of ( 40) questions distributed to a sample of (80) managers and supervisors, (76) of which were returned, while (69) were valid for statistical analysis. The main objective of this study is to design a default model and test in the study field in order to understand how managers can successfully implement the knowledge management to achieve the organizational effectiveness. The study found that knowledge management had an impact on organizational effectiveness according to the study samples perspectives. Based on the results, the study presents a set of recommendations regarding the knowledge management which most importantly the private banks should adopt in a logical sequence. This could contribute in achieving an organizational environment supportive of enabling an environment to the practice of radical changes.
With the appropriation of the Lisbon Agenda and its significant goal, in particular that the EU would turn into the most powerful and serious information-based economy on the planet, it turned out to be clear the Small and Medium Enterprises (SME's) are the particularly influenced by these plans, since they speak to the main thrust for the European economy (Abdullah & Othman2, 2016). In this setting of making and keeping up an upper hand for the SME's, it is essential for them to utilize the scholarly capital of their workers, in an effective and capable way, to build their potential for development. The point of this article is to show, through a unique argumentation, in view of the investigation of specific writing, the significant job that scholarly capital plays in the area of SME's to acquire a genuine and feasible upper hand. The examination depends on the basic critical review of literature based on intellectual capital, upper hand, business execution, development, and learning society. The examination conceptualizes the system of scholarly capital and considers the job of development as an interceding variable and learning as a directing element. The reasonable idea of the investigation is the fundamental constraint.
Leadership plays a critical role in the management of any organization and establishing the right style of leadership is one of the fundamental aspects that cannot be undermined. While there are different modes of leadership, the transformational style has been vastly employed and found to be highly effective. Transformational leadership encompasses the tendency to transform the values and norms of employees as the manager strives to motivate employees in a way that motivates them to deliver performances at an optimal level. It thrives on the interactions that are directed at achieving a collective purpose in a manner that motivates, enhances and transforms the actions and ethical leanings of the subordinates. In this study, the researchers examined the impact of transformational leadership on employee effectiveness at the Ministry of Higher Education and Scientific Research in the Kurdistan Regional Government. The sample size included 76 participants that were made to give their assessment through a 24-item questionnaire that was rated using a Likert scale of 1 – 5. The data obtained from this study were analyzed using SPSS 20, and tests for regression and Pearson's correlation coefficient were run. The result showed that inspirational motivation had the greatest impact on employee effectiveness in our case study.
A production sharing contract has been chosen by the Kurdistan Regional Government as supposedly the most appropriate contract model for the oil and gas resources of the Kurdistan Region, among several other forms of contract. In general, in terms of royalty, cost recovery, and sharing the residual sales as negotiated, the Kurdish model is similar to its foreign model, although the proportions are most likely to differ. The model of the Region specified 10 percent for the Royalty: Up to 45 percent for cost recovery, often between 7-9 percent of the company's share of the profit in the agreement. Investigating Deloitte reports and then comparing the 2017 to 2019 data shows the unstable output with a fair boost and stability at the later date as for 2017. A large contribution from the Kirkuk oil fields to the production of the overall region is noted until 16 Oct 2017. Around one-third of the revenues of oil went to the production oil companies, although as agreed for cost recovery, it is still less than 40 percent. The payment of the companies of Oil production could be explained as a collective sum between 9% of the profit oil and 25-28% of the sales oil's gross values! The cost recovery payment could not have been funded in the contract, which explains the region's claim about the debts of the companies, in its agreed manner.
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