Doctoral Thesis / Dissertation from the year 2019 in the subject Leadership and Human Resource Management - Leadership, grade: 1,0, Salzburg Management Business School (Faculty of Business and Management and Economics), language: English, abstract: The purpose of this dissertation is to develop a model of the linkages between human resource management, organizational learning and organizational performance to test the assumptions and to analyze the correlations in order to substantiate or falsify the original model and to draw respective conclusions for relevant stakeholders in business enterprises as well as to give suggestions for further research in the field. The research hypotheses that organizational learning positively influences organizational performance et vice versa, and that human resource management positively influences organizational performance directly are developed and the research model is conceptualized, operationalized, and visualized via the resulting theoretical scheme. Also, the development of the research methodology, design, and the selection of research methods is being undertaken, and the data gathering process via pre-study and electronic survey about the interdependencies between the theoretical constructs involved in the research hypotheses are described. The data analysis on the electronic survey about the items influencing the interdependencies between theoretical constructs of human resource management, organizational learning, and organizational performance takes place starting with a factor analysis and based on it the research scheme is being adapted into an evidence-based research model which is analyzed via different descriptive statistical methods, i.e. hierarchical and multiple regression analysis, and Structural Equation Modelling. The practical implementation of research suggestions in Austrian business enterprises is discussed by ways of the best-practice-example of an international business enterprise in the sector of industry. Main conclusions include that: organizational performance cannot be seen as a holistic concept incorporating the end results of all the organization’s work processes and activities directed at lasting competitive advantage, but has to be divided into two separated concepts. The main hypothesis that organizational learning positively influences organizational performance in terms of non-financial variables regarding general competitiveness and human resource performance also can be substantiated. Human resource managers can use the findings as reference for future strategic orientation of organizations as well as derive specific implementation measures from it.

Drawing the reader's attention with ample real-business examples, the authors discuss corporations as entities that must adapt, generate ideas and act upon new information. The writing team - Arthur K. Yeung, David O. Ulrich, Stephen W. Nason and Mary Ann Von Glinow - delve into learning styles, basing their work on research and material gleaned from a widespread survey of corporations and organizations. They stack up the building blocks necessary for organizational learning, the corporate ability to generate and implement ideas. Although based on scholarly research, the book is concisely written in an easily accessible, conversational tone, and comes to life with corporate case studies. getAbstract recommends this book to managers, executives and owners whose organizations might need to learn a thing or two.

The concept of the 'learning organization' is one of the most popular management ideas of the last few decades. Since it was conceived as an idea in its own right, it has been given various definitions and meanings, such that we are still faced with the question as to whether any unified understanding of what the learning organization really is can be established. This Handbook offers extensive reviews of both new and traditional perspectives on the concept and provides suggestions for how the learning organization can best be defined, practiced, studied, and developed in future research. With contributions from long-standing scholars in the field as well as those new to the area, this book aims to bridge the gap between traditional and more critical perspectives, and in doing so find alternative features and angles to take the idea forward. In addition to elaborating on and developing older definitions of the learning organization and suggesting updated and even new definitions, the chapters also provide focused explorations on pertinent aspects of the learning organization such as ambidexterity, gender inclusivity, and systems thinking. They also survey organizations that have made efforts towards becoming learning organizations, how the learning organization can best be measured and studied, and the universality of the idea itself. Some of the questions raised in this book are answered, or at least given tentative answers, while other questions are left open. In this way, the book has the ambition to take the learning organization an important step further, whilst having no intentions to take any final step; instead, the intention is that others will endeavour to continue where this book stops.

Closing the circle : employing a new method of internet resources classification, cataloging and naming for managing the first Russian social knowledge network / Dmitry Peskov, Vitaly Kabernik and Andrei Mikheyev. Developing a human behavioral model for collaborative e-service system designs / Michael S. Nilan, Chingning Wang and Jack Powers. Exploring knowledge management and knowledge transfer in a non-profit human service organization / Kim Stauss and Chan M. Hellman. IC creation mechanism based on epistemological and ontological perspectives / Li Ping and Liu Xisong. The usefulness of weblog genre analysis in ICT-driven knowledge management practice : a social construction of technology perspective / Ji-Hong Park. Practical approach to KM implementation : industrial case of Slovenian company Gorenje D.D. / Peter Baloh, Alesa Sasa Sitar and Vasilije Vasic. Data mining : an overview of the concept & benefits - a primer / Leila A. Halawi, Jay E. Aronson and Richard V. McCarthy. Some conceptual modeling issues in FRBR / Allen Renear and Yunseon Choi. An exploratory study of the information culture of city government support staff in relation to managerial decision-making / Patricia F. Katopol. Product knowledge reasoning : a DL-based approach / Nizamuddin Channa, Shanping Li and Xiangjun Fu. Understanding foreign markets through cooperative agreements : a multi-level strategic, intellectual, and social capital perspective / Francis J. Barciak III, Michael Harington and Alia Bashir. The structure of impact factor of academic journals in the field of education and educational psychology : citations coming from articles published by their editorial board members / Juan Miguel Campanario, Lidia Gonzalez and Cristina Rodriguez. Effects of personal factors on knowledge sharing among informaion systems team members / Jafar Ali and Bassam Hasan. Intellectual capital reports in higher education and research / Richard Pircher and Hanna Risku

Human Resources Management (HRM) has a very important facilitative and strategic role in organizational success. Several financial and non-financial performance measures of an organization are positively related to its levels of HRM Strategic Integration (HRMSI). HRM Strategic Integration and Organizational Performance develops a better understanding of strategic HRM and its impact on organizational performance.

Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes—knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The “intermediate outcomes” of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.

The link between HRM and performance has become an important policy issue at both a national and a corporate level. HRM and Performance draws on the knowledge and expertise of a number of leading international scholars in the field of HRM to provide a comprehensive overview of the current state of HRM and identify fruitful directions for theory, research and practice. A central question throughout is - what's next for HRM and what are the keys to the future of managing people and performance?