Knowledge and Performance Management

Journal Information
ISSN / EISSN : 25435507 / 26163829
Current Publisher: LLC CPC Business Perspectives (10.21511)
Former Publisher: Sp. z o.o. Kozmenko Science Publishing (10.25161)
Total articles ≅ 22
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Latest articles in this journal

Gonçalo Pombo, Jorge Gomes
Knowledge and Performance Management, Volume 3, pp 46-63; doi:10.21511/kpm.03(1).2019.05

The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.
David R. Rink, Gloria L. Preece, Jason E. VanAlstine
Knowledge and Performance Management, Volume 3, pp 31-45; doi:10.21511/kpm.03(1).2019.04

Most major universities expect MBA students to take a full-course load each term. Also, as a condition of graduation, MBA students must work full-time in small teams on focused-based consulting (FBC) projects for large-sized corporations. After being given the assignment and deadline, team members work tirelessly to complete their project. Such experiences facilitate the transition of major universities’ MBA students into the real business world. On the other hand, most MBA students at small-sized universities work full-time for a company during the day and take one or two courses in the evening each semester. Despite these constraints, Indiana University Kokomo (IUK) (Kokomo, Indiana, USA) was able to successfully develop and implement a required MBA-level FBC course (C599). In addition to having a positive influence on IUK’s MBA students, this course has had a significant impact upon the economic development of small-sized firms in northcentral Indiana. This paper chronicles the “trials and tribulations” the School of Business encountered in creating and executing C599. After presenting representative comments from client companies and MBA students, six implementation problems with C599 are discussed along with subsequent modifications. Finally, suggestions for small-sized universities like IUK who want to develop and implement their own MBA consultative course are presented.
Sachin Suknunan, Manoj Maharaj
Knowledge and Performance Management, Volume 3, pp 19-30; doi:10.21511/kpm.03(1).2019.03

The role of knowledge management as a strategic intervention in higher education in developing economies has not been studied extensively. Higher education plays a central role in a country’s economy through knowledge creation and dissemination to its stakeholders. The main purpose of this article was to examine the role and influence of knowledge management in decision-making and strategy formulation at leading universities in Africa and to establish if knowledge management was adding value and competitiveness to the institutions. A survey across 20 leading African universities was conducted in 2014. A mixed method of quantitative and qualitative approaches was adopted. The results show that knowledge management does have the potential to positively influence institutional strategy formulation, but should ideally be represented at executive level for its potential to be fully realized. More knowledge management practice is needed in the areas of academic teaching and learning, and research. There was a lack of sophisticated and powerful knowledge management Information Systems in most of Africa’s leading institutions. Those institutions that utilized KM more strategically, inclusive of specialized KM Information Systems were the higher ranked institutions. This suggests that knowledge management could play a crucial role in a University’s success and competitiveness.
Paul F. Gentle
Knowledge and Performance Management, Volume 3, pp 6-18; doi:10.21511/kpm.03(1).2019.02

Some American economists have contemplated taking a visiting academic post at a Chinese University. This article is to help inform an American economist what some facets of the experience may be like. There is a literature review, which includes the work of Gregory Chow who was one of the most influential economists, who ascertained the economic education needs of China, once Deng Xiaoping wished to implement a much less Maoist economic model. The experience of an American economist who was a visiting faculty member in China for almost twelve years serves as the basis of this story. The results of this article several cities in China have produced an outlook of what contemplating American faculty to be mindful of. One can learn a lot through assignments in China. Knowing how to convey a respectful attitude towards Chinese will usually increase the respect the Chinese show visiting American economics faculty.
Aleksander Sapiński
Knowledge and Performance Management, Volume 3, pp 1-5; doi:10.21511/kpm.03(1).2019.01

The aim of this paper is to present a theoretical reflection and results of a pilot study research on intergenerational management in the group of participants of Centrum Integracji Społecznej (later called: Social Integration Centre) in Jeleśnia who underwent job reintegration and can socially improve the social potential of internal security. The concept of national identity and intergenerational awareness in terms of ensuring the social security potential of the country depends in reintegration groups on the broadly understood level of diversity of the team. An important feature of intergenerational management in socially reintegrated groups is situational awareness, mutual respect and a sense of group unity with the leader and vice versa. The mere fact that intergenerational management in relation to security management, the essence of which is to ensure social security potential, is becoming an indispensable issue from a practical point of view (Cf. Ponomarenko & Khudolei, & Prokopenko, & Klisinski, 2018). On the other hand, however, research in the area of management, which is also in the humanities area (Kostera, 2005, 2015), makes it possible to discover new methods and opportunities for the development of social security potential through intergenerational cooperation based on the methods of social education philosophy The article therefore has a quasi-empirical and interdisciplinary nature, as it uses terminology, concepts and thematic scope from the fields of management, security, and elements of upbringing studies.
Olena Rayevnyeva, Iryna Aksonova, Viktoriia Ostapenko
Knowledge and Performance Management, Volume 2, pp 72-84; doi:10.21511/kpm.02(1).2018.07

In order to reform and modernize the system of higher education, an important step is to assess the constituent parts of the institutional autonomy of higher education institutions (HEI), which allows, on the basis of a combination of the level of autonomy of higher education systems of countries and their universities, and indicators of the quality of scientific and educational activities of the HEI, to ensure a unified approach to information and analytical assessment of university autonomy in general. This fact proves the necessity of developing a methodological approach to the assessment and management of institutional autonomy of the HEI. The authors carried out a comparative analysis of the models of university autonomy, international and national approaches to the assessment of the components of institutional autonomy such as organizational, personnel, academic and financial. The methodical approach to the evalution of the institutional autonomy of the HEI is developed. The proposed methodological approach is aimed at the formation of an information space for simultaneous comparison and assessment of the level of institutional autonomy of HEI and indicators that affect it. This approach combines the results of grouping the autonomy of higher education systems of the countries and their HEI according to homogeneous groups and the results of calculating the integral indicator of the quality of scientific and educational activity within each component of institutional autonomy, which allows to determine the position of a specific HEI on the level of autonomy in the proposed matrix of recognition of the situation.
Gideon Nkurunziza, Joseph M. Ntayi, John C. Munene, Will Kaberuka
Knowledge and Performance Management, Volume 2, pp 59-71; doi:10.21511/kpm.02(1).2018.06

The purpose of this paper is to provide theoretical explanation of business process reengineering performance using emerging themes of adaptability and knowledge management in the context of developing economies. The study used a narrative cross-sectional survey conducted using qualitative data collection technique, specifically the appreciative inquiry. The study used operations managers and senior executive managers to gather qualitative data from Uganda’s reengineered microfinance institutions to provide indepth explanation of business process reengineering performance. The authors find that adaptability, knowledge creation and knowledge sharing explain business process reengineering performance. The results suggest that business process reengineering be made mandatory to ensure sustainable competitiveness of the financial sector. The study provides novel insights of business process reengineering performance using a theory of change and a complexity theory. Methodological, theoretical, managerial and policy implications herein play pivotal role in bridging the knowledge gap that exists in Microfinance institutions of developing economies.
Oleksii Tohochynskyi
Knowledge and Performance Management, Volume 2, pp 47-58; doi:10.21511/kpm.02(1).2018.05

Implementation of the Concept of Reforming (Development) of the Penitentiary System of Ukraine and the goals and strategies of the Ministry of Justice of Ukraine has determined the necessity to provide the penitentiary system with managers who possess the required professional competencies. The purpose of the article is to reveal a method of future penitentiary manager’s professional competence formation. Surveys were carried out involving 164 Master students who got higher education in the field of knowledge “Law” and were divided in half into control and experimental groups while studying the discipline “Human Resources Management”. Basic forms of study during the analysis are: lecture-discussion, seminar – “brainstorming”, practical classes; independent work; control measures. Basic methods are: interactive methods (solution of situational tasks, situational role-playing games, trainings); exercises; research activity (abstracts preparing, performance of individual tasks, writing the theses for conference speeches and scientific articles); forms of educational work are: collective, group, pair, individual. The peculiarity of the method is the interaction between the teacher and the students at the “subject-subject level”, common definition of the optimal methods of human resources and development and planning processes management, evaluation and certification of penitentiary personnel; development of the features necessary for building and maintaining high-quality relationships. The analysis of the results of the educational experiment using the Pearson criterion χ2 (chi-squared) proved the effectiveness of penitentiary managers’ professional competence formation.
Eduard Maltsev
Knowledge and Performance Management, Volume 2, pp 38-46; doi:10.21511/kpm.02(1).2018.04

The article is devoted to learner-centered learning program development for adult learners, which are experienced professionals – chief executives. The high speed of learning and precise learning outcomes are seen as the main need of an executive in a learner role. A learner-centered learning program satisfies the need.The article suggests the use of a professional role model of a learner – after learning program completion – as a main tool for the development of an appropriate learner-centered learning program. The details of the professional role model, as well as an algorithm of learner-centered learning program development, are discussed.One of the key problems in learning program development is that the skills, competencies and capabilities developed during learning programs often can’t be applied outside the learning program – in “real life” contexts. To enable a learner to be successful in real contexts, it is suggested to use a role concept in different contexts. The learning program in this case should develop not only the ability to play a role, but also play it in different contexts; not just to acquire new roles, but to be able to reduce roles for simpler ones, as well as to compose new roles.
Mohammad Takhtravanchi, Chaminda Pathirage
Knowledge and Performance Management, Volume 2, pp 24-37; doi:10.21511/kpm.02(1).2018.03

The purpose of this study is to explore and identify the challenges and Critical Success Factors (CSFs) of Knowledge Integration (KI) in terms of capturing, sharing and transferring knowledge within construction projects based on the Traditional Procurement System (TPS). On the basis of available studies on KI and TPS within the industry investigated, multiple case studies were developed to reach the aforementioned objective, involving two case studies to reflect the building sector within construction industry. Furthermore, an Interpretive Structural Modelling (ISM) approach was used to summarize and identify the relationships between the identified challenges. ‘Culture of Organization, ‘Contractual Boundaries’ and ‘Knowledge Management System’ (policies and strategies of organization) are identified as the main challenges. Having an ‘open environment’ and ‘clear liability of project members for sharing knowledge at different phases of project’ are two of identified CSFs, which will assist project managers to enhance the KI process within construction projects undertaken through the TPS.
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