This document discusses how human resource development (HRD) can contribute to knowledge productivity and economic prosperity through building social capital. It explores how HRD can support the development of social capital within organizations by facilitating learning interactions between employees. The document outlines different dimensions of social capital and provides examples of HRD interventions that target each dimension, such as bringing diverse perspectives together and promoting appreciation, to increase knowledge sharing and innovation. The overall argument is that HRD focused on building social networks can help organizations adapt to changing environments and gain competitive advantages in the knowledge economy.
5th Annual Conference - KM Middle East 2014 | Conference Theme: Knowledge in Action: Moving from Theory to Practice | 10-12 March 2014 | Dubai, United Arab Emirates.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
This is my final research work I embarked during my BBA final year studies.
The world is now considered to be a knowledge economy in which organizations’ sharing and creation of knowledge form an important role in integration and innovation. Knowledge creation is recognized as strategically important organizational learning and innovation tool.
Knowledge can be created through a continuous dialogue process between tacit and explicit knowledge, as well as through four patterns, namely; interactions or socialization, combination, internalization and externalization. The research problem was based on the fact that knowledge can become obsolete, so it is imperative that knowledge creation and management is a continuous process enabling efficient and effective business practices.
5th Annual Conference - KM Middle East 2014 | Conference Theme: Knowledge in Action: Moving from Theory to Practice | 10-12 March 2014 | Dubai, United Arab Emirates.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
This is my final research work I embarked during my BBA final year studies.
The world is now considered to be a knowledge economy in which organizations’ sharing and creation of knowledge form an important role in integration and innovation. Knowledge creation is recognized as strategically important organizational learning and innovation tool.
Knowledge can be created through a continuous dialogue process between tacit and explicit knowledge, as well as through four patterns, namely; interactions or socialization, combination, internalization and externalization. The research problem was based on the fact that knowledge can become obsolete, so it is imperative that knowledge creation and management is a continuous process enabling efficient and effective business practices.
This is my presentation from the IIM National Conference on 15 August 2007. I'm hoping to cause a little bit of a stir and push a few people out of their comfort zones.
There are three embedded videos that don't work on SlideShare. Use the URLs on the relevant pages to view the videos at YouTube.
There are a lot of slides, but the whole thing runs about 40 minutes in real life.
Knowledge Management Practices In (Comsat) Academic Library Networkinventionjournals
Our society today is immensely impacted by the progress in information and communication technologies (ICTs). Literature names this change and the rise of new environment as “period of rapid change”. There is hardly any professional or field which has not stirred by the ICTs. In this globally competitive environment, librarianship is also deeply affected by ICTs and acts as a web among all the educational institutions. Libraries of various educational institutions must go with the flow by transforming the information into knowledge and introduce productive and new services. Knowledge is indeed the root to stay firm in this economy-run society today. This research article attempts to analyze the KM tools, their usage, awareness, and advantages. This study will show how COMSAT University (CIIT) Library network around different campuses convert the intellectual assets of Library and there workers and staff members into higher productive services by using KM tools and techniques.
This is my presentation from the IIM National Conference on 15 August 2007. I'm hoping to cause a little bit of a stir and push a few people out of their comfort zones.
There are three embedded videos that don't work on SlideShare. Use the URLs on the relevant pages to view the videos at YouTube.
There are a lot of slides, but the whole thing runs about 40 minutes in real life.
Knowledge Management Practices In (Comsat) Academic Library Networkinventionjournals
Our society today is immensely impacted by the progress in information and communication technologies (ICTs). Literature names this change and the rise of new environment as “period of rapid change”. There is hardly any professional or field which has not stirred by the ICTs. In this globally competitive environment, librarianship is also deeply affected by ICTs and acts as a web among all the educational institutions. Libraries of various educational institutions must go with the flow by transforming the information into knowledge and introduce productive and new services. Knowledge is indeed the root to stay firm in this economy-run society today. This research article attempts to analyze the KM tools, their usage, awareness, and advantages. This study will show how COMSAT University (CIIT) Library network around different campuses convert the intellectual assets of Library and there workers and staff members into higher productive services by using KM tools and techniques.
Course Outline
Introduction
1. What is Knowledge?
Explicit & Tacit Knowledge
-Positivist Perspective of Knowledge
-Social Constructivism Perspective of Knowledge
2. What is Knowledge Management?
3. How does KM contribute to Schools?
4. The Nonaka and Takeuchi Knowledge
Management Model
5. The SECI Model and Japanese Lesson Study
Four modes of knowledge conversion
-socialization, -externalization, -combination, -internalization
6. Knowledge Management Strategy
Can Technological, Organizational and Individual Antecedents Together Optimiz...Dr. Amarjeet Singh
Faculty members’ are the intellectual leader for
developing societies. It is believed that the new knowledge
is created and transferred to the people in the Universities.
Although, relatively still an infancy field of research,
studies in Knowledge Management (KM) and Knowledge
Sharing (KS) continue to be on the boost. Knowledge
Sharing and Innovation are also whispered to be interrelated and could influence organizational performance.
Studies show that individual’s knowledge does not renovate
simply into institutional knowledge even with the use of
knowledge depository. Furthermore, it is also believed that
Information and Communication Technology (ICT) can
enhance knowledge sharing with the integration of
individual behaviour and diverse organizational factors. As
a comparatively new field of research, studies on
knowledge sharing based on Information Systems (IS) in
developed countries is also on the increase. Unfortunately,
knowledge sharing research in the higher academic
institutions in developing countries were mostly found to be
given trivial considerations. Therefore, the aim of this
study is to investigate whether the technological,
organizational and individual factors together can help
increase Knowledge Sharing in HEIs and contribute it in
augmenting organizational performance in developing
countries. The methodology of this study was
subjective/argumentative i.e., idea generation in
Information Systems (IS). The findings of the study reveal
that utilizing the technological, organizational and
individual antecedents together for organizational
knowledge sharing can augment overall organizational
performance. The study explored the antecedents that
increased innovation in organizations. These were the
individual intention, attitude, self-efficacy for training and
development, subjective norm, organizational trust,
leadership, organizational rewards, organizational culture,
social network, and use of ICT. It also reveals that KS
could be increased in the organizations utilizing selecting
and initiating proper antecedents for practicing KS. We
desire to extend this study to further an empirical
investigation on the same issue to validate the research
results.
An Analytical Study on Knowledge Sharing within the Organizationijcnes
The better management of knowledge within the organization will lead to improved innovation and competitive advantage. The main goal of the firm� better utilization of internal and external knowledge. This core knowledge is found in individuals, communities of interest and their connections. An organization�s data is found in its computer systems but a company�s intelligence is found, in its biological and social systems. Though it is acclaimed as a good method, there are some setbacks in the process of knowledge sharing[KS] among the employees. This paper explores the possible ways to establish organization using social computing tools to facilitate Knowledge Sharing and create a social data mining among all the members of organization. Social Data Mining Network Analysis (SDMNA) techniques have been used to study KS patterns which take place between employees and departments. This SDMNA graph reveals the structure of social data mining network highlighting connectivity, clustering and strength of relationships between employees.
This article,published in June of 2011 in the International Journal of Management, was inspired by a challenge I saw in workplaces not being able to retain their best and brightest.
The New-Normal of Talent & Knowledge Management – A Framework towards Virtual...Dr. Amarjeet Singh
Indian economy since the pre and post-independence period has witnessed a drastic transformation from an agrarian economy to a knowledge-based economy thus creating a knowledge-based workforce and organisations. With the change of time, the learning became more complex and necessity thus creating havoc and high-pace change in the character of the job in an organisation even creating a situation where artificial intelligence is replacing human intelligence.
Today’s employees are more competitive in terms of skills, pay-packages, and also work challenges. Amidst of all these changes, the present uncertainty and crisis hovering the entire world i.e .the Corona Virus pandemic which has forced almost all organizations to accept virtual learning and virtual knowledge sharing as a competitive edge and adapting virtual-cost-effective learning and communication system. It is prime time when the management of the organisation has to initiate a holistic approach towards virtual learning and knowledge sharing with a clear objective of up-skilling its workforce to new normals during and post-pandemic. The new normal norms will bring in new challenges of a new set of skills and competencies and operational processes to revive the broken economy and business setbacks.
This paper further concentrates and focuses on applying and improving virtual knowledge management practices in organisation. It also focuses on effective talent up-gradation and management systems which most important in the present scenario to have a ‘Fact-Based Communication' And 'Virtual Connectivity'.
Here, Descriptive Research is adopted for the study. Literature review of articles and research papers is analytically conducted to develop a significant process for crucial talent management systems that will aid in the up-skilling workforce through virtual mode to combat and resurgence the Post- COVID-19.
Knowledge Sharing in Workplace: Motivators and DemotivatorsIJMIT JOURNAL
This paper gives an overview of knowledge sharing in workplace. Based on the review of critical literatures by the authors, they infer that knowledge sharing in workplace can be influenced by motivators and
demotivators. Activities of knowledge sharing in organizations may be on organization level or individual
level. Knowledge sharing of both levels is critical to the success or failure of knowledge management inside
and outside of organizations. Age, culture, and industry were all found to affect knowledge sharing among workers. A common stereotype is that older workers hoard knowledge because they are more insecure and feel threatened by younger workers. Since older workers have more valuable knowledge, younger workers
needed to entice their older colleagues to share their valuable knowledge with them. The paper focus on
motivators and demotivators to sharing Knowledge in workplace. Theories and research pertaining to why
workers share knowledge are reviewed. While all industry need knowledge and innovation, it is also true
that the pace of change and the need to innovate differs from industry to industry. Technology was
acknowledged to have a high important role in increasing productivity of knowledge sharing. It plays a critical role in creating, storing and distributing explicit knowledge in an accessible and expeditious manner.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Safalta Digital marketing institute in Noida, provide complete applications that encompass a huge range of virtual advertising and marketing additives, which includes search engine optimization, virtual communication advertising, pay-per-click on marketing, content material advertising, internet analytics, and greater. These university courses are designed for students who possess a comprehensive understanding of virtual marketing strategies and attributes.Safalta Digital Marketing Institute in Noida is a first choice for young individuals or students who are looking to start their careers in the field of digital advertising. The institute gives specialized courses designed and certification.
for beginners, providing thorough training in areas such as SEO, digital communication marketing, and PPC training in Noida. After finishing the program, students receive the certifications recognised by top different universitie, setting a strong foundation for a successful career in digital marketing.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Thesis Statement for students diagnonsed withADHD.ppt
ISOCA presentations 2008
1. Human Resource Development for Social Capital - An intricate process of knowing - International Congress on Social Capital and Networks of Trust (ISOCA 2007) University of Jyväskylä, Finland 18 – 20 Oktober 2007 19 th of Oktober 2007 Tjip de Jong
2. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
3. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
4. BACKGROUND: HUMAN RESOURCE DEVELOPMENT www.learningbyconnecting.com Human Resource Development is concerned with organising individual and collective learning processes aimed at personal and professional development of employees, as well as the functioning of the organisation as a whole (Poell, 2006).
5. BACKGROUND: THE EMERGING KNOWLEDGE ECONOMY www.learningbyconnecting.com Don Cohen, consultant, researcher and founder of the journal Knowledge Directions for Knowledge Management for IBM ‘ I believe that respect, trust, decision making power and autonomy is absolutely essential in being a successful knowledge based organisation. Organisations can support and maybe direct knowledge creation, but the fundamental problem is that when we think about knowledge we pretty quickly also think of collecting it in repositories.’ Larry Prusak, consultant, researcher and founder of the Institute of Knowledge Management ‘ I believe that knowledge is our strongest source of wealth, even more than land, labour and capital. And it that’s true, we need to know how to work with knowledge. How do we organize it, make it productive: simply do things with knowledge? Once you say knowledge it implies a container, but it should be an active verb: knowing in organisations.’
6. BACKGROUND: THE EMERGING KNOWLEDGE ECONOMY www.learningbyconnecting.com Competitive advantage of organizations relies on the capability to adapt to the changing environment by the continuous generation and application of new knowledge (Harrison & Kessels, 2004) No century in human history has experienced so many radical social transformations as the twentieth century (Drucker, 2001) HRD processes are key to ensuring that capability for organizations (Harrison & Kessels, 2004) In such a knowledge economy individuals face the tremendous challenge and need for continues learning and relearning (Drucker, 2001) Focus on knowledge creation is shifting from organizational processes to knowledge embedded within employees and relations within and across organizations (Cohen & Prusak, 2001) We are discovering how poorly the industrial era was designed. Focussing on the hands instead of the heads. It is unlikely the industrial era is sustainable in the form we have known it (Bertels & Savage, 1998) But, what then..? And what does this mean for HRD?
7. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
8. CENTRAL QUESTIONS OF THIS PAPER www.learningbyconnecting.com Can HRD contribute to the process of knowledge productivity and thus also to the economic prosperity of organisations? And, if this possible, what typify these HRD-contributions and which approach on ROI is most suitable? How do we characterise social capital and its consequential returns on knowledge productivity? Can we connect HRD-efforts to the development of social capital and the forthcoming economic returns. Can we make it plausible that certain, knowledge productive HRD-initiatives contribute to the building of social capital and thus an increasing economic return within an organisation?
9. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
11. THE PERCEPTION OF KNOWLEDGE www.learningbyconnecting.com Knowledge productivity is a social process and not as much an individual process of collecting and processing information. Knowledge is formed through meaningful interaction between individuals. (Kessels & De Jong, 2007) Knowledge does not take its form through an objective product, but is to be considered as a social process of knowing . (Huemer, Von Krog & Roos, 1998) Knowledge between our ears or…
12. KNOWLEDGE PRODUCTIVITY www.learningbyconnecting.com Knowledge productivity entails the process of identifying, gathering and interpreting relevant information, using this information to develop new skills and then to apply these skills to improve and radically innovate operating procedures, products and services. (Keursten et al., 2006) Tracing this relevant information, developing it and applying new competences are based on powerful learning processes. Keursten et al., 2006)
13. The network perspective on organizations is based on the following assumptions (Van Der Krogt, 1998): A network is made up of tactically operating actors Every organization is a social network The environment of the organization is a network Network structures come about as the result of the actors’ actions KNOWLEDGE PRODUCTIVITY www.learningbyconnecting.com
15. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
16. PERFORMANCE VERSUS LEARNING: ROI www.learningbyconnecting.com Performance orientation Learning orientation HRD is a process for developing and unleashing human expertise through organisational development and personnel training and training for the purpose of improving performance. (Swanson, 1995) HRD is the field of study and practice responsible for the fostering of a long-term work-related learning capacity at the individual, group, and organizational level of organizations. (Watkins, 1989) The assumption is that the environment in which the organisations operates is stable and that performance can be clearly be described. (Kessels & De Jong, 2007) The assumption is that through promoting workforce knowledge development continuous improvement and radical innovation will take place. (Harrison & Kessels, 2004)
17. PERFORMANCE VERSUS LEARNING: ROI www.learningbyconnecting.com Classical ROI approach on HRD HRD as an instrument for improving turnover Every invested € must have a return in turnover Interventions are often course-based and predetermined Interventions are clearly linked to the corporate strategy Course-based interventions can be measured relatively easily ROI through improving knowledge productivity HRD aims to improve the strength of social networks and social capital HRD stands at the heart of improving work processes Interventions are often on-the-job / work related ROI can be measured through knowledge productivity and the increase of radical innovation
20. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
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22. SOCIAL CAPITAL: A LEARNING LANDSCAPE www.learningbyconnecting.com In better understanding learning by connecting we use social capital theory. Social capital has a strong overlap with characteristics of a safe working environment (e.g. Cohen & Prusak, 2001; Wenger, 1999; De Laat & Simons, 2002). The most important relationship between social capital and knowledge productivity is based on the aforementioned notion of knowledge development as a social process of learning. Social capital can be described as the network of connections between individuals, based on trust, respect, appreciation, integrity, transparency and shared norms and values (Kessels & De Jong, 2007)
23. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
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26. SOME STRUCTURE .. www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
27. CONCLUDING REMARKS www.learningbyconnecting.com I Background of this research II Central questions of this paper III The perception of knowledge and knowledge productivity IV Return on Investments in HRD VI Social capital: a learning landscape V HRD and knowledge productivity VII Concluding remarks
28. THANKS FOR YOUR ATTENTION! www.learningbyconnecting.com Tjip de Jong [email_address]