Economic Control of Quality of Manufactured Product.

我的台灣, 看見心靈的故鄉 =2009林磐聳藝術與設計展

Purpose – While nowadays an extensive literature promoting knowledge management (KM) exists,
there is a worrying shortage of empirical studies demonstrating an actual connection between KM
activities and organizational outcomes. To bridge this gap, this paper aims to examine the link between
KM practices, firm competitiveness and economic performance.
Design/methodology/approach – This paper proposes a framework of KM practices consisting of
human resource management (HRM) and information communication technology (ICT). These both are
hypothesized to impact competitiveness and economic performance of the firm. Hypotheses are then
tested with structural equation modeling by using a survey dataset of 234 companies.
Findings – The results show that HRM and ICT practices for managing knowledge are quite strongly
correlated and have a statistically significant influence on both financial performance and
competitiveness of the firm. The findings also indicate that ICT practices improve financial
performance only when they are coupled with HRM practices.
Research limitations/implications – The data are limited to companies from Finland, Russia and
China.
Practical implications – The paper contributes to managerial practice by pointing out the importance
of utilizing a combination of both social and technical means for KM and illustrating that they do matter
for the company bottom line.
Originality/value – This paper contributes to the literature on knowledge-based organizing by
empirically analyzing the performance impact of various areas of KM. It thereby tests the proposition put
forth in many previous theoretical and case-based studies that KM promotes high organizational
performance. It also addresses the interaction of social and technical KM practices in producing
organizational outcomes.

Does knowledge management reallymatter? Linking knowledge managementpractices, competitiveness and economicperformance

.................................................................................................................................. III! PART I: INTRODUCTION ............................................................................................................ 1! PRELUDE ........................................................................................................................................ 1! 1.

The power of high-quality connections in knowledge work : a qualitative study of knowledge sharing practices in oil exploration and management consulting

Thriving at work refers to a positive psychological state characterized by a joint senseof vitality and learning. On the basis of Spreitzer and colleagues' model, we present acomprehensive meta‐analysis of antecedents and outcomes of thriving at work(K= 73 independent samples,N= 21,739 employees). Results showed that thrivingat work is associated with individual characteristics, such as psychological capital(rc= .47), proactive personality (rc= .58), positive affect (rc= .52), and work engage-ment (rc= .64). Positive associations were also found between thriving at work andrelational characteristics, including supportive coworker behavior (rc= .42), support-ive leadership behavior (rc= .44), and perceived organizational support (rc= .63).Moreover, thriving at work is related to important employee outcomes, includinghealth‐related outcomes such as burnout (rc=−.53), attitudinal outcomes such ascommitment (rc= .65), and performance‐related outcomes such as task performance(rc= .35). The results of relative weights analyses suggest that thriving exhibits small,albeit incremental predictive validity above and beyond positive affect and workengagement, for task performance, job satisfaction, subjective health, and burnout.Overall, the findings of this meta‐analysis support Spreitzer and colleagues' modeland underscore the importance of thriving in the work contex

https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.2375

Thriving at Work: A Meta-Analysis

Traditionally, software development organizations relied on heavyweight development methodologies, such as waterfall, V-model, and others. Later, agile development methodologies known as lightweight methodologies were introduced. Many considered these to be more flexible and more effective than heavyweight methodologies. Both methodologies are equally important for a software development life cycle. The purpose of adopting software development methodologies is to optimize the process model to achieve milestones while concurrently and effectively managing time, budget, and quality. The literature review reveals that there is a lack of statistical evidence for determining the effect of both methodologies on the six-pointed star model (schedule, scope, budget, risk, resource, and quality). In this paper, statistical comparisons were performed for the effects of both methodologies on each factor of the six-pointed star model and the interdependency among factors. Numerical analyses were conducted based on survey responses collected from the experienced users of both methodologies. After examining the results of all the factors of both methodologies, it was determined that lightweight methodologies are suitable for small-scale projects and that heavyweight methodologies perform better for medium- and large-scale projects.

Statistical Analysis of the Effects of Heavyweight and Lightweight Methodologies on the Six-Pointed Star Model

Drawing from the tenets of social cognitive theory, the present study examined the effect of thriving at work on innovation behavior via organizational support of innovation. The data were collected at three points in time from 402 participants occupying a variety of positions in Chinese organizations. Structural equation modeling and multilevel regression analysis results demonstrated that employees’ thriving was positively related to organizational support of innovation, which in turn was positively related to innovative behavior. In addition, moderated mediation results demonstrated that employee external contacts strengthened the relationship between organizational support of innovation and innovative behavior, and enhanced the positive effects of thriving. Our results deepen and go beyond previous research on thriving at work. The theoretical and practical implications of these findings are discussed.

https://www.mdpi.com/2076-3387/8/3/46/pdf

Understanding Employee Innovative Behavior and Thriving at Work: A Chinese Perspective

This study examined the impact of workplace ostracism on employees’ knowledge hiding behavior. Based on the conservation of resource theory, this study seeks to identify the effects of job tension as a mediator and the moderating effect of employee loyalty. Using a time-lagged research design, we collected the data from 392 employees of the textile industry. Results indicate that workplace ostracism positively influences the knowledge hiding behavior such as evasive hiding and playing dumb, whereas it is not significantly related with rationalized hiding. More specifically, workplace ostracism increases the feeling of job tension, while job tension mediates the relationship between workplace ostracism and knowledge hiding. In addition, we found that workplace ostracism demolished the benefits of employee loyalty, as high workplace ostracism more strongly influences the feeling of job tension. We also discussed the theoretical and practical implications.

https://www.mdpi.com/2071-1050/11/20/5547/pdf

Shahid Hussain

Papers

Statistical Analysis of the Effects of Heavyweight and Lightweight Methodologies on the Six-Pointed Star Model

Understanding Employee Innovative Behavior and Thriving at Work: A Chinese Perspective

Workplace Ostracism and Knowledge Hiding: The Mediating Role of Job Tension

A mixed HWMA‐CUSUM mean chart with an application to manufacturing process

An Integrated Planning Approach Towards Home Health Care, Telehealth and Patients Group Based Care