This chapter explains the current trends in higher education, the overview of neuroscience, the multifaceted applications of neuroscience, the overview of knowledge management (KM), the perspectives of KM, the significance of neuroscience in higher education, and the significance of KM in higher education. Neuroscience is a multidisciplinary science that is concerned with the study of the structure and function of the nervous system. KM is the practice of organizing, storing, and sharing vital information, so that individuals can benefit from its use. The achievement of neuroscience and KM is required in higher education institutions (HEIs) in order to serve school administrators and students, increase educational performance, sustain competitiveness, and fulfill expected accomplishment in higher education. The chapter argues that encouraging neuroscience and KM has the potential to improve educational performance and reach educational goals in higher education.

Research objectives were to determine a synthesized framework and to develop a causal model of leader-member exchange, organizational justice, job satisfaction, and organizational citizenship behavior of textile mill employees in Thailand. The study reported the responses of 619 operational employees from 77 textile mills operating in different parts of Thailand. Data were collected and analyzed with descriptive statistics using SPSS (version 11.5) and assessed with confirmatory factor analysis to confirm the heterogeneity of all constructs and path analysis to test the cause and effect relationships among main constructs of the study using LISREL (version 8) on a structured questionnaire containing standard scales of leader-member exchange, organizational justice, job satisfaction, and organizational citizenship behavior to determine the relationships of leader-member exchange, organizational justice, and job satisfaction on organizational citizenship behavior. Research findings indicated that dimensions of leader-member exchange, organizational justice, and job satisfaction have mediated positive effect on organizational citizenship behavior. Furthermore, organizational justice and job satisfaction positively mediate the relationship between leader-member exchange and organizational citizenship behavior

Research objectives were to determine a practical framework and to create a causal model of empowering leadership, team cohesion, knowledge-sharing behavior, and team performance of petroleum refinery plant employees in Thailand. The study reported the responses of 594 operational employees from seven petroleum refinery plants operating in different parts of Thailand. Data were analyzed with descriptive statistics using SPSS (version 11.5) and path analysis using LISREL (version 8). Research findings indicate that dimensions of empowering leadership, team cohesion, and knowledge-sharing behavior have mediated positive effect on team performance. Knowledge-sharing behavior positively mediates the relationships between empowering leadership and team performance and between team cohesion and team performance. Furthermore, empowering leadership is positively correlated with team cohesion.

This chapter introduces the role of Data Mining (DM) for Business Intelligence (BI) in Knowledge Management (KM), thus explaining the concept of KM, BI, and DM; the relationships among KM, BI, and DM; the practical applications of KM, BI, and DM; and the emerging trends toward practical results in KM, BI, and DM. In order to solve existing BI problems, this chapter also describes practical applications of KM, BI, and DM (in the fields of marketing, business, manufacturing, and human resources) and the emerging trends in KM, BI, and DM (in terms of larger databases, high dimensionality, over-fitting, evaluation of statistical significance, change of data and knowledge, missing data, relationships among DM fields, understandability of patterns, integration of other DM systems, and users' knowledge and interaction). Applying DM for BI in the KM environments will enhance organizational performance and achieve business goals in the digital age.

This article determines the overview of digital literacy and ICT competency, the encouragement of digital literacy in the information age, and the encouragement of ICT competency in the information age. The encouragement of digital literacy and ICT competency is essential for modern organizations that seek to serve suppliers and customers, increase business performance, strengthen competitiveness, and achieve regular prosperity in the information age. Thus, it is required for modern organizations to encourage their digital literacy and ICT competency and develop a strategic plan to regularly investigate their practical improvements toward satisfying customer requirements. The article argues that encouraging digital literacy and ICT competency has the potential to enhance organizational performance and achieve strategic goals in the information age.

This chapter introduces the role of Business Analytics (BA) in Performance Management (PM), thus explaining the theoretical and practical concepts of BA, Performance Management Analytics (PMA), and organizational performance; the overview of performance measurement and PM; the application of Performance Management System (PMS) through BA; and the significance of BA in PMA. This chapter also explains the practical areas of BA and their advantages within the foundation of PM. BA can be used to validate causal relationships within traditional input, process, output, and outcome categories toward business success. Extending the domain of PM to PMA requires new business data analysis skills to gain organizational effectiveness. PMA fills the existing gap between PMS and effective PM adoption. Understanding the role of BA in PM will significantly enhance the organizational performance and achieve business goals in the global business environments.

This chapter reveals the role of business process reengineering (BPR) in the modern business world, thus illustrating the theoretical and practical concept of BPR, the applications of BPR, the drivers of BRR (in terms of internal drivers and external drivers), the critical success factors of BPR (i.e., egalitarian leadership, collaborative working environment, top management commitment, supportive management, information technology, change management, project management, and cross-functional coordination), the implementation of BPR, and BPR software tools. BPR is a systematic approach to helping an organization analyze and improve its processes in digital age. BPR is a continuum of change initiatives in order to deliver better business performance standards through establishing sustainable process capability in modern organizations. BPR has become a popular tool to dealing with rapid technological and business change in the global competitive environment. Applying BPR will greatly improve business performance and reach business goals in global business.

This chapter introduces the framework and causal model of organizational culture, organizational climate, knowledge management, and job performance related to business process orientation. It argues that dimensions of organizational culture, organizational climate, and knowledge management have mediated positive effect on job performance. Knowledge management positively mediates the relationships between organizational culture and job performance and between organizational climate and job performance. Organizational culture is positively related to organizational climate. Furthermore, the author hopes that understanding the theoretical constructs of organizational culture, organizational climate, knowledge management, and job performance through the use of the framework and causal model will not only inform researchers of a better design for studying organizational culture, organizational climate, knowledge management, and job performance, but also assist in the understanding of intricate relationships between different factors.