Strategies and Tools for Knowledge Management in Innovation and the Future Industry

Črešnar, Rok; Nedelko, Zlatko; Jevšenak, Senta

doi:10.4018/978-1-5225-5849-1.ch009

Cited by 6 publications

(3 citation statements)

References 59 publications

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“…The pillars and orientations of Industry 4.0, which are aiming to profoundly change the normal business practice through digitalization, automation, and artificial intelligence will also have a severe impact on employees (Črešnar & Nedelko, 2017;Schneider, 2018;Črešnar et al, 2019). The complementarity between the personal values of millennials, who are the future employees, and the organization's requirements in the future business economy will also have to be addressed.…”

Section: Introductionmentioning

confidence: 99%

The Millennials’ Effect: How Can Their Personal Values Shape the Future Business Environment of Industry 4.0?

Črešnar

Jevšenak

2019

Naše Gospodarstvo/Our Economy

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The main purpose of this paper is to assess a possible impact millennials will have on the future business environment of Industry 4.0, based on their personal value orientations. Millennials are taking over important roles in organizations, but their personal values are significantly different from those of older generations. This paper shows that, based on the Schwartz's value survey with N=371 Slovenian respondents, millennials are in general more inclined toward values connected to personal growth and freedom from anxiety, emphasizing self-transcendence and openness to change, than toward self-protection and anxiety avoidance, understating conservation and self-enhancement values. These cognitions can have significant implications in shaping the future business environment of Industry 4.0, as it can become more open, understanding, collaborative, accepting, and generally more supporting, thus creating the evident millennials' effect. Even though millennials are in general well prepared for the future business environment, organizations will have to, in order to retain the millennials, reshape their current organizational environment to better reflect the millennials' views.

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Section: Introductionmentioning

confidence: 99%

The Millennials’ Effect: How Can Their Personal Values Shape the Future Business Environment of Industry 4.0?

Črešnar

Jevšenak

2019

Naše Gospodarstvo/Our Economy

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“…In short, millennial have developed a new worldview of work culture that was unattainable by previous generations Thus, although millennials bring many advantages in many ways that are treated as a priority of employers in this modern age, millennials in the workplace can influence and change HR practices because they feel they are entitled to the same roles as past employees. They have an ego mindset thinking organizations need them more of them need organization (Cresnar and Jevsenak, 2019).…”

Section: Millennials and Job Hoppingmentioning

confidence: 99%

Job Hopping among Millennial Journalists: Sharing Malaysian Experiences

Haidir¹,

Hassan²,

Kasa³

et al. 2023

IJARBSS

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The employment sector around the world including Malaysia has seen an increasing involvement of millennial generation workers, however, millennial is also being described as frequent job hoppers compared to the previous generation. Millennials are easily leave their organizations less than two years. There is still a lack of knowledge on the real causes of job hopping in collectivist and high power distance society. In this study, six (6) deliberately selected journalists were interviewed and data were analysed using thematic. The findings revealed four main themes: (i) career development; (ii) salary; (iii) work-life balance; and (iv) organization justice, crucial towards preventing millennial journalist from job hopping A proposed concept was presented to explain the job hopping scenario amongst millennial journalists.

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“…Second, due to the identified poor fit, organizations will need to further develop young newcomers, with the help of intensive in-service training. Strategic knowledge management is, in the context of Industry 4.0, a recommended management tool to utilize when developing employees [71,113]. Furthermore, utilizing mentoring practices can be especially effective in securing the personal growth of individuals [114,115].…”

Section: Implications For Practicementioning

confidence: 99%

Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0?

Črešnar

Nedelko

2020

Sustainability

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This study combines two main challenges for organizations today, as it examines the alignment between personal values of future leaders and the values needed in the Industry 4.0 workplace. Based on the movement of the organizational environment toward a more multidisciplinary, open, collaborative and multicultural environment, we presuppose that the Industry 4.0 workplace requires a more benevolent, universally oriented and generally self-transcended leaders. Drawing upon Schwartz’s value theory, we examine the impact of Generations Y and Z’s personal values on their leadership inclination. The results from the survey of 371 young participants from Generations Y and Z reveal that self-enhancement (i.e., power and achievement), openness to change and conservation values most significantly affect leadership inclination. Meanwhile, benevolence, universalism and general self-transcendence values—cornerstones of the Industry 4.0 workplace—show negative effects on leadership inclination in the frame of the Industry 4.0 workplace. This indicates a poor fit between the values of future leaders and the values of the Industry 4.0 workplace. These findings have significant implications for human resource management in future organizations and contribute to the understanding of future leaders. In addition, the findings can help organizations to manage sustainable workings in an Industry 4.0 environment.

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Strategies and Tools for Knowledge Management in Innovation and the Future Industry

Cited by 6 publications

References 59 publications

The Millennials’ Effect: How Can Their Personal Values Shape the Future Business Environment of Industry 4.0?

The Millennials’ Effect: How Can Their Personal Values Shape the Future Business Environment of Industry 4.0?

Job Hopping among Millennial Journalists: Sharing Malaysian Experiences

Understanding Future Leaders: How Are Personal Values of Generations Y and Z Tailored to Leadership in Industry 4.0?

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