Human resource management and the politics of knowledge:

Ryan, Margaret

doi:10.1108/01437739510088464

Cited by 12 publications

(4 citation statements)

References 11 publications

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“…All interventional projects tend to suffer from resource scarcity. The importance of resource management [16,17] and the role of health care as a dynamic sector [18] has been demonstrated. Development of appropriate approaches for analyzing the need for health/social care services and resources is important [19].…”

Section: Discussionmentioning

confidence: 99%

How can the results of a qualitative process evaluation be applied in management, improvement and modification of a preventive community trial? The IHHP Study

et al. 2011

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BackgroundThis study reports the results of the qualitative process evaluation (PE) of the Isfahan Healthy Heart Program (IHHP), an integrated community-based trial for prevention and control of non-communicable diseases in Iran.MethodsThe study explored the overall quality of program implementation. The participants, including designers of IHHP, stakeholders and community members (n = 60) were purposefully recruited from the intervention areas. Data collected from semi-structured interviews and field notes were analyzed using a modified thematic analysis.ResultsFour main themes were identified. Our findings highlighted the key role of the resources as both facilitating and hindering factors. IHHP directors faced incompatibilities arising from negative perceptions/attitudes which resulted in decreased adherence to the program. Hence various strategies were used to motivate, strengthen and organize the human workforce implementing the program.ConclusionRecommendations arising from evaluation of the program were used in subsequent stages of implementation. Qualitative research is an important component of community trials which can improve their implementation.

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Section: Discussionmentioning

confidence: 99%

How can the results of a qualitative process evaluation be applied in management, improvement and modification of a preventive community trial? The IHHP Study

et al. 2011

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“…The means by which organizations create a supportive environment and compatible culture for innovation has become a hot issue in the management area (e.g., Amabile, Conti, Coon, Lazenby, & Herron, 1996;Claver, Llopis, Garcia, & Molina, 1998;Ryan, 1995), in which the strategic role of HR management in innovation is increasingly emphasized. In knowledge-intensive organizations, knowledge and knowledge workers directly make up the production line, and HRM, which supports knowledge work systems, fulfills an important value-added organizational function in the production process (Rogers, 2001).…”

Section: Knowledge-intensive Organizations Knowledge Workers and Knmentioning

confidence: 99%

A Framework for Human Resource Configurations in Knowledge-intensive Organizations

Lin¹,

Tang²

2016

IJBA

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The article identified two human resource (HR) configurations --knowledge-based and commitment-based HR configurations --which would particularly improve performance of knowledge-intensive organizations. The different mechanisms of their effects on organizational performance will be discussed. We argue that knowledge-based HR configuration will directly enhance the intellectual capital, which in turn affects organizational performance; whereas commitment-based HR configuration will influence organizational performance through improving employees' commitment to organization and lowering the rates of turnover and absenteeism. The model about the relationship of the two HR configurations (complementary vs. contradictory) is also proposed.

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“…Por su parte, el mundo académico todavía no ha logrado emprender progresos significativos hacia la construcción sistemática de teoría que trate de conectar entre sí las áreas de DRH y de GC -todavía bastante desconexas-. En cualquier caso, es cierto que existen rigurosos trabajos académicos que dan algunos pasos en esta línea, tanto desde un punto de vista empírico (ARTHUR y AIMAN-SMITH, 2001;BONTIS et al, 2002;EDMONDSON, 1999;INKPEN, 1996;INKPEN y CROSSAN, 1995;KUSUNOKI et al, 1998;LYNN, 1998;TAMPOE, 1993) como teórico (BROWN y DUGUID, 1998HEDLUND, 1994;KAMOCHE y MUELLER, 1998;NERDRUM y ERIKSON, 2001;RYAN, 1995;STARBUCK, 1992;STOREY y QUINTAS, 2001). A pesar de ello, la gran mayoría de dichos trabajos están principalmente vinculados a una de las dos áreas en cuestión (DRH o GC), y con frecuencia tratan únicamente algunos aspectos específicos de las mismas, sin adoptar un punto de vista genérico y holístico.…”

Section: Drh Y Gc Víctor Oltra Comoreraunclassified

La dirección de recursos humanos como clave del éxito de la gestión del conocimiento. Una aportación a la construcción de teoría mediante investigación empírica cualitativa

Comorera

2003

RTSS

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Este trabajo ha sido seleccionado y ha obtenido el accésit Premio Estudios Financieros 2003 en la modalidad de Recursos Humanos. La gestión del conocimiento (GC) debe ir mucho más allá de la utilización de herramientas técnicas centradas en el uso de tecnologías de la información y la comunicación. Obviamente, éstas resultan fundamentales en los esfuerzos para optimizar la creación, transferencia y utilización de conocimiento en el seno de la organización. No obstante, la GC sólo será plenamente eficaz si las personas que deben impulsarla están suficientemente capacitadas y motivadas para ello. Sin embargo, a pesar de la importancia de multitud de condicionantes psicosociales y culturales para la eficacia de los procesos organizativos de desarrollo de conocimiento, ni directivos ni investigadores suelen tener en cuenta estas consideraciones de modo suficientemente consistente. Ante esta situación, el objetivo de este trabajo es doble. De un lado, se pretende contribuir al edificio teórico acerca del vínculo entre GC y dirección de recursos humanos. De otro lado, en estrecha conexión con el propósito anterior e implícitas en las diversas reflexiones que integran el trabajo, se ofrecen algunas indicaciones y recomendaciones para personas que, con responsabilidades directivas, deseen llevar a buen puerto cualquier iniciativa o proyecto de GC. Para ello se han analizado detalladamente las experiencias de tres importantes organizaciones intensivas en conocimiento. Mediante métodos de investigación cualitativos, se ha desarrollado un modelo teórico basado en la evidencia empírica obtenida.

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Human resource management and the politics of knowledge:

Abstract: HRM should pay more attention to integrating the strategic potential of technical expertise into organizational decision-making processes

Cited by 12 publications

References 11 publications

How can the results of a qualitative process evaluation be applied in management, improvement and modification of a preventive community trial? The IHHP Study

How can the results of a qualitative process evaluation be applied in management, improvement and modification of a preventive community trial? The IHHP Study

A Framework for Human Resource Configurations in Knowledge-intensive Organizations

La dirección de recursos humanos como clave del éxito de la gestión del conocimiento. Una aportación a la construcción de teoría mediante investigación empírica cualitativa

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