2017
DOI: 10.5539/ibr.v10n6p248
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Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Abstract: For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talen… Show more

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Cited by 9 publications
(10 citation statements)
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“…This was defined by Iles et al [14], Blass [52] and Cappelli [79], for whom TM appears as a complex set of processes that operate in large institutions so that the institutions and individuals within them can meet current and future needs with overall benefits for the institution. In a similar vein, Dessler [80], Tansley et al [81], Blackman and Kennedy [82] and Ali et al [83] portray the TM process as needing full integration, in order to become a standard practice to attract individuals who have high potential for creative development and to retain them in order to generate a unique value to the institution. In other words, it is a specific method for attracting and retaining abilities and essential knowledge for the future [80][81][82][83].…”
Section: The Process Perspectivementioning
confidence: 99%
See 2 more Smart Citations
“…This was defined by Iles et al [14], Blass [52] and Cappelli [79], for whom TM appears as a complex set of processes that operate in large institutions so that the institutions and individuals within them can meet current and future needs with overall benefits for the institution. In a similar vein, Dessler [80], Tansley et al [81], Blackman and Kennedy [82] and Ali et al [83] portray the TM process as needing full integration, in order to become a standard practice to attract individuals who have high potential for creative development and to retain them in order to generate a unique value to the institution. In other words, it is a specific method for attracting and retaining abilities and essential knowledge for the future [80][81][82][83].…”
Section: The Process Perspectivementioning
confidence: 99%
“…In a similar vein, Dessler [80], Tansley et al [81], Blackman and Kennedy [82] and Ali et al [83] portray the TM process as needing full integration, in order to become a standard practice to attract individuals who have high potential for creative development and to retain them in order to generate a unique value to the institution. In other words, it is a specific method for attracting and retaining abilities and essential knowledge for the future [80][81][82][83].…”
Section: The Process Perspectivementioning
confidence: 99%
See 1 more Smart Citation
“…From last few years practitioners and academia related people have evolved considerably with Talent Management literature (Meyers & Woerkom, 2014;Minbaeva & Collings, 2013;Nijs, Gallardo-Gallardo, Dries, & Sels, 2014;Schiemann, 2014;Vaiman & Collings, 2013) focusing on talented human help to generate superior outputs (Sparrow & Makram, 2015;Ali, Lei, Ali, & Hussain, 2017).…”
Section: Theoretic Frameworkmentioning
confidence: 99%
“…These hypotheses attempt to investigate the relationship between TMPs and KC within Australian public and private universities in Queensland. TMPs may have a direct influence on KC towards an organisation's objectives ( Jones, 2008;Dries, 2013;Kim et al, 2014;Vaiman et al, 2015;Ali et al, 2017;Osigwelem, 2017;Shabane, 2017;Suryawanshi, 2017). At the same time, organisations need to construct a distributed proficiency system of TM that involves KM practices which guarantee its continuing flow (Chadee and Raman, 2012;Daraei et al, 2014;Scaringella and Malaeb, 2014;Sparrow and Makram, 2015;Urbancová and Vnoučková, 2015).…”
mentioning
confidence: 99%