Humans are increasingly being challenged with numerous forms of man-made and natural emergency situations. Emergencies cannot be prevented, but they can be better managed. The successful management of emergency situations requires proper planning, guided response, and well-coordinated efforts across the emergency management life cycle. Literature suggests that emergency management efforts benefit from well-integrated knowledge-based emergency management information systems (EMIS). This study presents a systematic review of papers pertaining to the application of knowledge-driven systems in support of emergency management that have been published in the last two decades. Our review presents two major findings. First, only limited work has been done in three EMIS-knowledge management system (KMS) subdomains: (i) definition, (ii) use, and (iii) methods. Second, only limited research has been done in embedding roles in KM systems. We highlight role alignment to the 12 fundamental roles, as called for by Turoff et al. (2004), in the context of creating dynamic systems in aid of emergency management efforts. We believe that these two findings warrant the attention of the research community.

Employee engagement as an "engine" in talent management drive draws its resilience from the effectiveness of various environmental factors from within and outside an organization. Strategic employee engagement initiatives support organizational branding and reputation among employees. This paper explores the strengths and weaknesses of employee engagement strategies implemented by a telecommunications organization in Ghana. Quantitative research approach was adopted with 137 completed responses. The findings reveal that the engagement strategies deployed by the organization has achieved level of satisfactory. However there are areas of improvement that can be established to integrate the talent management with overall organizational corporate strategies.

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This systematic review of theoretical approaches is to determine whether the recruitment and selection process in SMEs shows evidence of a strategic ‘fit’ and second, examining the extent of a structured, innovative and flexible recruitment and selection process. HR managers may be aware of Strategic Human Resource Management but their understanding of recruitment and selection process as a HR architecture linking the firm and HR strategy may be vague. Findings in literature shows that priority research tends to be non-HRM related functions. HRM practices are seen as less important. The review also shows evidence that recruitment and selection is an under researched area and no specific research papers provided insights on the concept of ‘fit’ in recruitment and selection. Although general literature presents various models of recruitment but the compatibility between the individual, job and environment – ‘fit’, as a strategic process in SMEs seems disconnected and unexplored. This suggests that the HRM functions in the Malaysian SMEs are treated and perceived as secondary, routine and an insignificant function.

This article systematically reviewed the body of literature concerning work engagement in public organizations, aiming to examine the antecedents of work engagement in the public sector. Web of Science and Scopus, two prominent journal databases, were utilized to identify relevant literature. Adopting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) approach, a final of 48 articles were systematically analyzed as research samples. The review identified five main themes: organizational and team factors, perceived leadership, job-related experience, individual, and organizational intervention factors. Generally, most studies reviewed emphasized individual and job-design-related factors as antecedents of work engagement in the public sector. Only minimal emphasis has been placed on organizational intervention compared to the other factors. This study also found that most literature addressed a single or a few themes of work engagement antecedents instead of a comprehensive work engagement model comprising all related aspects. This systematic review ends with directions for future studies to aid future scholars.

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