According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.

Out of the Crisis

Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

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Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

Purpose




The purpose of this paper is to explore the moderation effect of strategic knowledge management (SKM) on the relationship between three components of intellectual capital (IC) and firm innovation and market performance. The authors argue that specific combinations of IC components and SKM activities can lead to higher innovation and market performance. It is also trying to assist companies to capitalize on both their IC and SKM.




Design/methodology/approach




Survey data have been collected from 101 Serbian companies, and these have been analyzed by using structural equation modelling (SEM) and fuzzy set qualitative comparative analysis (fsQCA) techniques.




Findings




The SEM results show that structural capital and relational capital have a direct effect on innovation performance. Although, there is no significant direct effect of human capital on innovation performance, the relationship becomes significant when moderated by SKM. The effects of human and structural capital on innovation performance are negatively moderated by SKM activities, while SKM positively moderates the effect of relational capital on innovation performance, but remained insignificant. Moreover, the insights from fsQCA show a clear pattern of equifinality, in that there are multiple combinations of static and dynamic conditions that can lead to higher innovation and market performance.




Originality/value




Two separate research fields of “static” IC and “dynamic” knowledge management have been combined in one integrated framework. From a methodological perspective, symmetric and asymmetric statistical tools have been combined to better understand contingency and interactions. This approach contributes to the literature and potentially offers a better understanding of how static intangible assets should be enabled by dynamic knowledge-based managerial activities to achieve high performance. The paper demonstrates that SKM capability matters with only a specific constellation of IC resources and therefore suggests a novel explanation for performance variances.

How strategic knowledge management drives intellectual capital to superior innovation and market performance

Thank you for downloading strategic brand management building measuring and managing brand equity. As you may know, people have look numerous times for their chosen readings like this strategic brand management building measuring and managing brand equity, but end up in infectious downloads. Rather than enjoying a good book with a cup of tea in the afternoon, instead they juggled with some malicious virus inside their desktop computer.

Strategic Brand Management Building Measuring And Managing Brand Equity

The purpose of this chapter is to highlight the important role of human capital management in the Smart Manufacturing and Industry 4.0 revolution. Two hundred years ago, industrial revolution in the west has transformed or evolved from mechanical production driven or powered by water, and to date, we are in an era characterised by cyber physical systems. This transformation or industrial revolution has been driven by humans using creative minds to solve problems that were confronted. The Industrial 1.0 Revolution around 1700 AD, mass production was carried out by mechanical production powered by water (steam engines), which was labour intensive. The more manpower an industrial organisation has, the more goods and services would be produced, though this could take long to reach the market but that was the industrial system at that time. From mechanical production powered by steam engines between 1700s and 1800s to the second Industrial Revolution mass production powered by electricity between 1800s and 1900s to the third Industrial Revolution powered by electronic and IT automation and finally to Industry 4.0 Revolution cyber systems in 2000 and beyond, human capital has generated innovative solutions to human problems more than ever before. Today, human capital is not only creative, but rather a super human capital.

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Human Capital in the Smart Manufacturing and Industry 4.0 Revolution

We conducted an empirical study aimed at identifying and quantifying the relationship between work characteristics, organizational commitment, job satisfaction, job involvement and organizational policies and procedures in the transition economy of Serbia, South Eastern Europe. The study, which included 566 persons, employed by 8 companies, revealed that existing models of work motivation need to be adapted to fit the empirical data, resulting in a revised research model elaborated in the paper. In the proposed model, job involvement partially mediates the effect of job satisfaction on organizational commitment. Job satisfaction in Serbia is affected by work characteristics but, contrary to many studies conducted in developed economies, organizational policies and procedures do not seem significantly affect employee satisfaction.

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Job Satisfaction, Organizational Commitment and Job Involvement: The Mediating Role of Job Involvement.

Purpose – The purpose of this paper is to identify relevant gaps in human capital (HC) related to innovation performance, which might be the basis for creation of more effective innovation strategies. Design/methodology/approach – The proposed approach contains the following four steps: HC survey, assessment of HC value drivers, identification of gaps related to the HC value drivers and recommendations for an innovation strategy based on identified gaps. The HC survey includes 554 managers from Serbian companies within seven different industries. Findings – The biggest gaps in observed Serbian industries are related to crucial HC value drivers for innovation process, such as innovativeness, education and knowledge sharing and social skills. Research limitations/implications – Although there are limitations in measuring HC and innovation drivers, this approach seems to be valid in recommending more effective innovation strategies/policies on micro and macro level. Practical implications – This research rev...

Study on human capital gaps for effective innovation strategies in the knowledge era

/pdf/the-influence-of-demographic-and-organizational-factors-on-197ent862f.pdf

The influence of demographic and organizational factors on knowledge sharing among employees in organizations

Logistics in the Function of Customer Service – Relevance for the Engineering Management☆

The purpose of this paper is to investigate the differences between adaptive behaviour and innovative behaviour of individuals according to Kirton adaptation-innovation (KAI) model and determine how these differences impact entrepreneurial potential dimensions. Research sample consisted of student population from three countries: Serbia, Bosnia and Herzegovina (EU candidate countries) and Belgium (EU country). Research results will be valuable for the development of entrepreneurship in EU candidate countries. Data were collected from a sample of 1,008 university students from these three countries. KAI inventory, questionnaire on entrepreneurial traits (QET) and the scale of entrepreneurial potential (SEP) were used to obtain data. The canonical discriminant analysis determined differences and structure of differences between the adaptive and innovative persons, described by KAI model and their scores on the dimensions of the entrepreneurial traits model, as well as on entrepreneurial potential model.,In this study, the first research question concentrates on the existence of differences among students from Bosnia, Serbia and Belgium with regard to the dominant style of problem-solving according to KAI model to determine whether students from EU countries and non-EU countries differ in regard to problem-solving style. Second research question is the existence of differences in the development of entrepreneurial potential by EQT and SEP among student adaptors and student innovators according to KAI model to investigate to what extent the dominant style of solving problem contributes to differences in the development of entrepreneurial potential among students.,The research has confirmed the existence of significant differences between the adaptors and innovators described by the KAI model in terms of developed characteristics of entrepreneurial potential in the student population. Results of the research prove that young innovators possess to a greater extent developed key characteristics important for entrepreneurship, as well as intellectual and organizational skills, motivational factors and social capacity, self-confidence and constitutional factors. This research also revealed key differences among students with regard to the country of origin.,The practical implications of the research are reflected in the creation of the initial guidelines and structural support for the promotion of entrepreneurial potential in young people, where it can be concluded that it is particularly important to encourage innovation and creative approach to problem-solving, but also awareness of young individuals and development of their knowledge of entrepreneurship.,The main objective of this research was the examination of differences between students who belong to the category of adaptors and students innovators according to the KAI model (Kirton, 1976, 1998, 2003), with regard to the researched dimensions of entrepreneurial potential, to explicitly as possible identify differences in personal characteristics of young people who are predisposed for entrepreneurship and those who are not. Young innovators and adaptors significantly differ according to the researched dimensions of the EQT and SEP models of entrepreneurial potential and young innovators possess more developed entrepreneurial potential than adaptors.

Slavica Mitrović

Papers

Job Satisfaction, Organizational Commitment and Job Involvement: The Mediating Role of Job Involvement.

Study on human capital gaps for effective innovation strategies in the knowledge era

The influence of demographic and organizational factors on knowledge sharing among employees in organizations

Logistics in the Function of Customer Service – Relevance for the Engineering Management☆

Differences between adaptors and innovators in the context of entrepreneurial potential dimensions