知识型企业的人力资本:大流行后价值的再创造

IF 1.5 Q3 MANAGEMENT Human systems management Pub Date : 2023-01-23 DOI:10.3233/hsm-220156
Janvee Garg, A. Singh, Ashish Gupta
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引用次数: 0

摘要

背景/目的:在当今多变的商业环境中,企业的竞争优势是暂时的。对于公司面临的日益复杂和迅速变化的问题,高层管理人员没有、也不可能掌握所有的答案。自2019冠状病毒病危机以来,组织一直面临着改进知识管理实践以继续创造价值的压力。知识管理能力对于企业绩效和竞争优势至关重要。为了确保持续的价值创造,我们进行了研究,以确定在大流行后正在进行的知识管理实践中重新焕发活力的各种驱动因素和方面。方法:在本研究中,从知识管理、人力资本和价值创造的角度审视了2010年1月至2022年3月期间发表的81篇研究论文,旨在了解企业如何在大流行之前、期间和之后继续创造价值。结果/结论:我们的审查确定了知识管理和价值创造的关键因素,以及公司如何在COVID-19大流行期间利用知识管理创造价值。作为研究的结果,作者以概念框架的形式描述了他们的发现,该框架涉及知识管理架构中的各种驱动因素和因素。
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Human capital in knowledge-based firms: Re-creating value post-pandemic
BACKGROUND/OBJECTIVE: In today’s volatile business environment, the competitive advantages of firms are temporary. The top management does not, and cannot, have all the answers to increasingly complex and rapidly changing problem situations facing their firms. Since the COVID-19 crisis, organizations have been under pressure to improve their knowledge management practices to continue creating value. Knowledge management capabilities are essential for business performance and competitive advantage. In order to ensure continuous value creation, we conducted research to identify various drivers and dimensions that were revitalized in the ongoing KM practices post-pandemic. METHODOLOGY: In this study, 81 research papers published between January 2010 and March 2022, have been examined from a knowledge management, human capital, and value creation perspective, aiming to understand how a firm can continue to create value before, during, and after the pandemic. RESULTS/CONCLUSION: Our review identifies critical factors in knowledge management and value creation and how companies generate value by leveraging KM during the COVID-19 pandemic. As a result of the research, the authors describe their findings in the form of a conceptual framework which deals with the various drivers and the factors within the KM architecture.
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来源期刊
CiteScore
3.50
自引率
30.40%
发文量
56
期刊介绍: Human Systems Management (HSM) is an interdisciplinary, international, refereed journal, offering applicable, scientific insight into reinventing business, civil-society and government organizations, through the sustainable development of high-technology processes and structures. Adhering to the highest civic, ethical and moral ideals, the journal promotes the emerging anthropocentric-sociocentric paradigm of societal human systems, rather than the pervasively mechanistic and organismic or medieval corporatism views of humankind’s recent past. Intentionality and scope Their management autonomy, capability, culture, mastery, processes, purposefulness, skills, structure and technology often determine which human organizations truly are societal systems, while others are not. HSM seeks to help transform human organizations into true societal systems, free of bureaucratic ills, along two essential, inseparable, yet complementary aspects of modern management: a) the management of societal human systems: the mastery, science and technology of management, including self management, striving for strategic, business and functional effectiveness, efficiency and productivity, through high quality and high technology, i.e., the capabilities and competences that only truly societal human systems create and use, and b) the societal human systems management: the enabling of human beings to form creative teams, communities and societies through autonomy, mastery and purposefulness, on both a personal and a collegial level, while catalyzing people’s creative, inventive and innovative potential, as people participate in corporate-, business- and functional-level decisions. Appreciably large is the gulf between the innovative ideas that world-class societal human systems create and use, and what some conventional business journals offer. The latter often pertain to already refuted practices, while outmoded business-school curricula reinforce this problematic situation.
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