The Roles of Knowledge Management and Organizational Innovation in Global Business

Kasemsap, Kijpokin

doi:10.4018/978-1-4666-8637-3.ch006

Cited by 28 publications

(4 citation statements)

References 162 publications

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“…Economic development can be enhanced through the KBOs to create new market and new industry platforms (Kasemsap, 2016b). The integration of knowledge management (KM) and organizational innovation is important for modern organizations to acquire better organizational performance (Kasemsap, 2016c). Lifelong learning and KM have become a fundamental goal of education policies, both at a national and international level (Kasemsap, 2016d).…”

Section: Organizational Career Management and Knowledge Management In...mentioning

confidence: 99%

Career Management in the Knowledge-Based Organizations

Kasemsap

2017

International Journal of Knowledge-Based Organizations

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This article analyzes the literature in the search for career management in the knowledge-based organizations (KBOs). The literature review covers the overview of career management strategy; organizational career management (OCM) and knowledge management (KM) in the KBOs; career management and career learning in the KBOs; career management innovation in the KBOs; and the significance of career management strategy in the interorganizational career transitions. Career management is the process that helps employees understand career opportunities and chart a career path within their organization. Encouraging career management in the KBOs has the potential to improve organizational performance and reach strategic goals in the modern workplace. The findings present valuable insights and further understanding of the way in which career management perspectives in the KBOs should be emphasized.

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Section: Organizational Career Management and Knowledge Management In...mentioning

confidence: 99%

Career Management in the Knowledge-Based Organizations

Kasemsap

2017

International Journal of Knowledge-Based Organizations

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“… large number of countries of presence of enterprise (placement of business);  stable position in the global markets and strong global brand (Fudge, 2015);  universal character of production that allows enterprise to successfully adapt to national peculiarities of various countries (Kasemsap, 2015);  possession of substantial resources (financial, human, and material), which allows conducting large-scale scientific research and realizing innovational projects (Wirtz et al, 2015);  mass character of production and possibility for obtaining advantages from the scale effect (Wu, 2016), etc.…”

Section: Methodsmentioning

confidence: 99%

Business Administration as a Basis for Development of Global Entrepreneurship

Ermakova¹,

Fokina²,

Tyufiakova³

et al. 2016

ERSJ

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The purpose of the article is to determine the role and meaning of business administration in development of global entrepreneurship. The work uses the proprietary methodology of evaluation of global competitiveness of enterprise and the proprietary methodology of evaluation of efficiency of business administration of enterprise, as well as method of correlation analysis. The authors determine the role of business administration in management of factors of development of global enterprise and offer the proprietary structural and logical model of organization of the process of business administration of global enterprise as a perspective tool for provision of global competitiveness of business and development of global entrepreneurship on the whole. The authors come to the conclusion that business administration is a basis for development of global entrepreneurship and plays an important role in this process, which consists in managing other internal and external factors of functioning of global business.

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“…Although KS have critical strategic importance for the participation of employees in innovation-related activities (Kasemsap, 2016), however, this does not mean that participation of employees in innovation-related activities occurs automatically. KS among employees at the workplace is considered one of the important mechanisms but not adequate to stimulate employees for IWB significantly.…”

Section: Innovative Work Behavior Of Smes Workers 233mentioning

confidence: 99%

How to unleash innovative work behavior of SMEs' workers through knowledge sharing? Accessing functional flexibility as a mediator

Anser

Yousaf²,

Yasir³

et al. 2020

EJIM

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PurposeThis study aims to investigate the direct impact of knowledge sharing (KS) and functional flexibility (FF) on innovative work behavior (IWB) of small medium enterprises (SME’s) employees. This study also observes the mediating role of FF in the connection between KS and IWB.Design/methodology/approachThis study adapted a quantitative methodology and used the cross-sectional data. Data were collected from the 751 workers of SMEs to validate the mediation model.FindingsResults reveal that KS and FF significantly affect IWB in SME’s workers. The findings also reveal that FF acts as a mediator between KS and IWB link.Originality/valueThe live experience of currently working employees shows that IWB is dependent of employees' KS and FF. Moreover, this study contributed to the streams of knowledge management and organizational innovation perspective by emphasizing upon the mediating mechanism of FF.

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The Roles of Knowledge Management and Organizational Innovation in Global Business

Cited by 28 publications

References 162 publications

Career Management in the Knowledge-Based Organizations

Career Management in the Knowledge-Based Organizations

Business Administration as a Basis for Development of Global Entrepreneurship

How to unleash innovative work behavior of SMEs' workers through knowledge sharing? Accessing functional flexibility as a mediator

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