Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Li, Cai; Ashraf, Sheikh Farhan; Shahzad, Fakhar; Bashir, Iram; Murad, Majid; Syed, Nausheen; Riaz, Madiha

doi:10.3389/fpsyg.2020.577106

Cited by 68 publications

(107 citation statements)

References 106 publications

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“…Universities have introduced syllabuses on new venture creation and entrepreneurship. Moreover, the university contribution course related to entrepreneurship has increased students' willingness towards green entrepreneurship intention (Li et al, 2020).…”

Section: Theory Of Reasoned Action Towards Green Entrepreneurshipmentioning

confidence: 99%

Factor Affecting Determinants of the Theory of Reasoned Action on Green Entrepreneurship Intention

2021

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Green entrepreneurship is attempting to play a vastly increased role in protecting the environment through sustainable development. This study's main objective is to construct a hypothesis model of green entrepreneurship intention with their three main determinants, "attitude, subjective norm and institutional support" of university graduates, based on the theory of reasoned action. In order to achieve this, a researcher used the structural equation model for the statistical measurement to study the theoretical model based on 513 students of universities from two selected universities in Pakistan. The statistical outcomes revealed that green entrepreneurial intention directly affects attitude, subjective norm and educational support by the educational institute. While Green awareness helps to strengthen the green entrepreneurial = the green entrepreneurial intention. More significantly, creative entrepreneurs with high institutional support, self-attitude and subjective norm are more likely to participate in green recognition. Consequently, this strategy endorses the intention of students towards green entrepreneurship. On the other hand, creative entrepreneurs with low green self-identity are more likely to get involved in green disengagement, which prevents green entrepreneurial intention. Finally, we explore the theoretical and practical consequences of our findings for entrepreneurial and green entrepreneurship practices.

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Section: Theory Of Reasoned Action Towards Green Entrepreneurshipmentioning

confidence: 99%

Factor Affecting Determinants of the Theory of Reasoned Action on Green Entrepreneurship Intention

2021

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“…Knowledge management research detects a link between entrepreneurial and organisational performance, revealing that when dynamic capabilities are recognised, opportunity recognition is aroused. Effective knowledge management practices have been found to have a positive and significant influence on improved dynamic capabilities and on enhanced entrepreneurial and organisational performance [20].…”

Section: Talent Entrepreneurial Workforce Managementmentioning

confidence: 99%

“…The dynamic capabilities theory indicates that by increasing the capabilities, creativity and innovation of talented employees, organisations automatically increase and grow their intelligences, entrepreneurship and capabilities [14,20]. Talented employees seek development opportunities so that they can enhance their entrepreneurial capabilities, career prospects and EVPs.…”

Section: Creating a Workforce Of Talent Entrepreneursmentioning

confidence: 99%

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Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR

Govender¹

2021

Beyond Human Resources - Research Paths Towards a New Understanding of Workforce Management Within Organizations

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Traditional HRM consists of people and profit management. In the recent decades, HRM has transitioned into human capital management (HCM), focusing on people, planet and profit management. HCM views employees as assets who should be talent managed and supported to innovatively produce and perform through talent opportunities. HCM and talent management strategies promote multiple intelligences and enable multitalented potential to meet individual, organisational, economic and societal needs. Since 21st century humans seek meaningful employment that purposefully contribute to all sectors of society, businesses need to go beyond HR, innovatively exploring how all employees can be developed, thus transforming their high potential into entrepreneurship ventures. Can organisations transition HRM to HCM providing talent creation opportunities, while strategically aiming towards transforming employees into self-managing talent entrepreneurs? The proposed HRM-HSM Transitioning Model with five key steps and roles for HR, line managers and employees may hold the answer to this question, as explored in this conceptual chapter.

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“…For this, they are making their efforts of being much supportive but due to the large volume of organizational hierarchy and the employees working there in they may not manage to practice justice and may create a sense of disparity among employees and influence their performance levels (Hofmeyer, Taylor, & Kennedy, 2020). Maintaining employee performance needs several mechanisms to be developed especially in times of unstable economic situations among which providing employees with organizational support and justice are few ways (Li et al, 2020). Among the significant risks to Performance providing support to the employees is important and assigning the continued workloads to a single set of employees may create a sense of injustice and may harm their Performance.…”

Section: Introductionmentioning

confidence: 99%

COVID-19 and Organizational Digital Transformation of Media Workers and Its Effect

2021

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COVID- 19 had a negative influence on the employee's job performance and increased the risk of error. It's about exploring the link between employee support and company performance, if possible, to form on a large scale. Let's address the differences between fairness in the job and justice in the workplace. For this study, a convenience sample of 222 media personnel was identified and selected. The questionnaires were open-ended to gather the responses. It was used in the evaluation of only a portion of the answers using a Pseudo-Differential Templating Process. In cash-flow expansion, employee productivity improves since COVID-19 views as providing employees with more money rather than providing a structure for their work. Both ideas are not mutually exclusive but must all be pursued, for corporate justice is key in explaining the relation between perceived organizational assistance and employee success. Managers need to provide their employees with resources to succeed if they expect their workers to do well. When management's encouragement and fairness are interpreted as personal values, employees become motivated and do their best work. The contribution of employees to the overall performance of an organization matters even more. In the context of COVID-19, the study evaluated non-reported assistance to employees' levels of job performance; this correlation between perceptions of assistance and performance was found to be nonlinear. These days, the public expects to have to battle barriers of additional financial support from corporations.

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Influence of Knowledge Management Practices on Entrepreneurial and Organizational Performance: A Mediated-Moderation Model

Cited by 68 publications

References 106 publications

Factor Affecting Determinants of the Theory of Reasoned Action on Green Entrepreneurship Intention

Factor Affecting Determinants of the Theory of Reasoned Action on Green Entrepreneurship Intention

Transitioning HRM to HSM - Human Self-Management Goes beyond Traditional HR

COVID-19 and Organizational Digital Transformation of Media Workers and Its Effect

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