A key ingredient in the world of cloud computing is a database that can be used by a great number of users. Distributed storage mechanisms become the de-facto method for data storage used by companies for the new generation of web applications. In the world of data storage, NoSQL (usually interpreted as "not only SQL" by developers) database is a growing trend. It is said that NoSQL alternates with the most widely used relational databases for the data storage, but, as the name implies, it does not fully replace the SQL. In this paper we will discuss about SQL and NoSQL databases, comparison of traditional SQL with NoSQL databases for Big Data analytics, NoSQL data models, types of NoSQL data stores, characteristics and features of each data store, advantages and disadvantages of NoSQL and RDBMS.
The purpose of this paper is to find out the impact of Human Resource practices on employee performance. Job embeddedness, Perceived organizational support and Trust were taken as mediators and they were investigated for their mediation effect on the relationship between human resource practices and employee performance. Organizational citizenship behavior and task performance were taken as two dimensions of Employee Performance. Data was collected through questionnaires from faculty members of seven campuses of a Public sector University in Pakistan. Results support that job embeddedness, perceived organization support and trust have partial or full mediation role for Human Resource PracticesPerformance relationship of teaching faculty of Higher Education sector.
This paper compares HRM patterns -variables pertaining to HR department, HR strategy, integration, devolvement and organizational policies about long-term recruitment targets, monitoring of training effectiveness and means of communications -in public and private higher education institutes (HEIs) of Pakistan. Results of the survey from fifty-two HEIs show that public and private sector institutes are similar in most of their patterns of HRM. The significant difference of age and size has made no impact at all on structure, strategy and other characteristics of HRM. The centralized structure inherited from colonial period is prevailing especially in the public owned institutes. The presence of elite classes created during colonial period is resisting to any change. Private sector has shown a tremendous growth. Individuals or group of individuals representing the elite classes owns most of the private institutes. Therefore, the private institutes are not much different from the public one. There is resistance to HRM convergence in Pakistan and the high power distance culture is shaping many HRM policies and practices.
PurposeThis study examines the relationship between knowledge management (KM) capability and innovation ambidexterity, and their subsequent influence on firm performance. It also investigates whether organizational structure – in terms of connectedness and centralization – helps to develop a suitable context that either hinders or catalyzes the effectiveness of KM capability in predicting innovation ambidexterity.Design/methodology/approachData were collected from 336 manufacturing organizations in Pakistan using a random sampling technique. Partial least square-based structural equation modelling (PLS–SEM) was employed to analyze the data.FindingsResults reveal that KM capability is positively linked with innovation ambidexterity and firm performance. Innovation ambidexterity positively mediates the link between KM capability and firm performance. Connectedness positively moderates the association between KM capability and innovation ambidexterity. However, centralization negatively moderates the link between KM capability and innovation ambidexterity.Research limitations/implicationsThis research offers theoretical insights into when and how KM capability is effective in prompting performance through innovation ambidexterity by creating a suitable context.Practical implicationsThe study indicates that innovation may develop in an ambidextrous manner in an organization as long as the organization is proficient in creating a suitable context, i.e. structure to support it. Organizations should strive to develop sustained KM capabilities because these are seminal for enabling the challenging task of exploiting existing resources for innovation while also tapping on new opportunities for explorative breakthroughs.Originality/valueThis research contributes to a novel understanding regarding the importance of KM capability in fostering manufacturing organizations to engage in ambidexterity by creating a suitable context where optimal amount of each form of innovation activities is calibrated using KM capability.HighlightsKnowledge management capability is crucial for simultaneous exploitation and exploration of innovationInnovation ambidexterity (i.e. simultaneous exploitation and exploration of innovation) fosters firm performanceInnovation ambidexterity mediates the positive effect of knowledge management capability on firm performanceConnectedness strengthens the relationship between knowledge management capability and innovation ambidexterityCentralization weakens the effect of knowledge management capability on innovation ambidexterityInnovation can be developed in an ambidextrous way in organizations as long as organizations have knowledge-based competencies and proficient in creating suitable context
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