Investigating the Roles of Neuroscience and Knowledge Management in Higher Education

Abstract

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.

Talent Management as a Core Source of Innovation and Social Development in Higher Education

“…For example, it improves the institution's overall performance, its ethos, its competitiveness and talent retention, which in turn prevent risks to the institution [203]. TM assists development of the talent pool, improvement of the productivity of individuals, support for effective planning and improvement of human resources management [40,41]. Furthermore, attraction, development and retention as key practices of TM are strategically the keys of innovation to growth and success of the higher education industry [12], as a competitive advantage can be maintained by attracting, developing and retaining highly qualified individuals in key positions [3,41,49,108].…”

“…In higher education environments where high-performing organisations are identifiable by their talented individuals who are able to show initiative, creativity and excellence in performance. TMPs assist higher education institutions regarding such as the development of the talent pool, improvement of the productivity of individuals, support for effective planning and improvement of human resource management [40,41]. Besides, attraction, development and retention of talent are strategically the keys to growth and success of higher education institutions [12].…”

“…Besides, attraction, development and retention of talent are strategically the keys to growth and success of higher education institutions [12]. The reason for this is that competitive advantage can be maintained by attracting, developing and retaining highly qualified individuals in key positions [3, 41,49,108]. Therefore, a majority of institutions have started to rethink their procedures and policies to achieve better acquisition and retention of individual talents.…”

“…Bradley [12] has suggested that a key solution to meet these challenges in Australian higher education could be the application of TM programmes. Such programmes include processes such as attraction, development and retention of talent, which are keys to growth and success of higher education institutions within their industry [12,26,[39][40][41].…”

Exploring Processes that are Used for Managing Knowledge in the Higher Education Environment: A Case Study in a Queensland Regional University

“…However, in the current era, there has been an increasing amount of literature considering Knowledge Management Processes (KMPs) in educational institutions (Hazelkorn, 2017;Masadeh, Shannak, Maqableh, & Tarhini, 2017;Oktavia, Warnars, Hendric, & Adi, 2017;Rambe & Mbeo, 2017;Shams & Belyaeva, 2017;Sunalai & Beyerlein, 2015;Subiyantoro, Sulistyo, Yulianto, & Prameswari, 2017;Veer Ramjeawon & Rowley, 2017). Coinciding with the increasingly strategic role those processes play in the growth and success of higher education institutions (Kasemsap, 2017;Rambe & Mbeo, 2017;Shams & Belyaeva, 2017;Veer Ramjeawon & Rowley, 2017). A strategic key for successful KM in the higher education institutions is the focus on KMPs (Howell & Annansingh, 2013;Veer Ramjeawon & Rowley, 2017).…”