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The underpinnings of knowledge management theories is that finding, keeping and leveraging an organization’s information assets are critical to productivity, efficiency of operation and successful competition. Following a brief introduction of the knowledge management systems, this essay examines the corollary relationship between knowledge management and appreciative inquiry, and subsequently points to critical areas in which knowledge management practices can benefit from adopting the appreciative inquiry perspective. More particularly, we submit that appreciative inquiry can motivate organizational-wide adoption and it can provide language-based mechanisms that facilitate effective knowledge exchange. The development of an appreciative inquiry based mode of knowledge management as an alternative to the prevailing approaches opens new horizons and uncovers previously overlooked possibilities, which eventually can contribute to the overall organizational well-being.

This chapter examines adolescent metacognitive knowledge in a fresh light and answers some methodological questions related to the investigation of the deepest layers of thinking during the information search. It does so by presenting a study that used an ethnographic approach to investigate the metacognitive knowledge of 10 adolescents, aged 16 to 18, over the course of four months, and in a variety of settings –– home, school, public libraries –– as they searched for, collected, and then used information for a school project. The study was framed by Flavel's model of metacognition (1977) and Kuhlthau's information search process (ISP) model, a six-stage, multidimensional model of information problem solving (1991, 2004). The chapter begins with a discussion about the ISP, metacognitive knowledge, and its potential for information seeking. The chapter then presents the findings of the study as a set of gaps and strengths of adolescent metacognitive knowledge, and concludes with commentary about the challenges and rewards related to conducting research with young people and suggestions for future areas of research.

Massive shifts in the recruitment landscape, the continually changing nature of work and workers, and extraordinary technological progress have combined to enable unparalleled advances in how current and prospective employees receive and process information about organizations. Once the domain of internal organizational public relations and human resources (HR) teams, most employment branding has moved beyond organizations’ control. This chapter provides a conceptual framework pertaining to third party employment branding, defined as communications, claims, or status-based classifications generated by parties outside of direct company control that shape, enhance, and differentiate organizations’ images as favorable or unfavorable employers. Specifically, the authors first theorize about the underlying mechanisms by which third party employment branding might signal prospective and current employees. Second, the authors develop a framework whereby we comprehensively review third party employment branding sources, thus identifying the different ways that third party employment branding might manifest. Third, using prototypical examples, the authors link the various signaling mechanisms to the various third party employment branding sources identified. Finally, the authors propose an ambitious future research agenda that considers not only the positive aspects of third party employment branding but also potential “dark sides.” Thus, the authors view this chapter as contributing to the broader employment branding literature, which should enhance scholarly endeavors to study it and practitioner efforts to leverage it.

This paper applies marketing concepts to the recruitment research literature in order to develop the concept of employer knowledge, or the beliefs that a job seeker holds about a potential employer. Job seekers' employer knowledge creates value for an organization because it determines how they pursue and process information about the organization, whether they accept jobs with the organization, what they expect from the organization as new employees, and whether they purchase products and services from the firm in the future. Drawing on the marketing literature, this paper: (1) differentiates the dimensions of employer knowledge, (2) describes the sources of employer knowledge and how these information sources are processed by job seekers, and (3) describes how and why job seekers' employer knowledge represents a valuable asset to organizations. The discussion illustrates the implications of the model for recruitment researchers and managers, and suggests new perspectives and research directions that emerge from integrating of marketing and recruiting literatures.

Two primary approaches have been used to study employment brands and branding. First, there is a long history of the study of organizational attraction. Second, in the past 10–15 years, there has been growth in a hybrid stream of research combining branding concepts from the consumer psychology literature with I/O psychology frameworks of organizational attraction and applicant job search behavior. In this chapter, we take an entirely different approach and suggest that the theoretical models built around product/service brand knowledge can readily accommodate employment brands and branding without hybridizing the framework with I/O psychology. This merging of employment brand with product and service brands is accomplished simply by recognizing employment as an economic exchange between workers and employers and recognizing workers as cognitive and emotional beings that vary in their talents and have their own vectors of preferences for the employment offering. After developing a testable model of the components, antecedents, and consequences of employment brand knowledge, we review the existing employment brand and organizational attraction literature and identify multiple opportunities for additional research.

This chapter documents the process of conducting research as an anthropological expert witness to provide evidentiary proof of a well-founded fear of persecution on account of “race” among Chinese Indonesian asylum seekers in the United States. The research employed detailed oral history interviews supplemented by ethnographic information on names, kinship terminologies, and rituals honoring the dead to reconcile the dilemma of verifying cultural identity without essentializing Chinese culture. It also employed the theory of racialization to account for persecution based on “race” according to the 1951 Refugee Convention while recognizing the social science convention of viewing “race” as socially constructed.

This study investigates the way in which acquisition-related human factors affect knowledge transfer in the context of Chinese cross-border M&A for strategic assets. The authors find that the process of knowledge transfer is reciprocal for revenue and cost synergies, including explicit and tacit knowledge. The establishment of joint ventures (JV) in China after the takeover boosts product-oriented knowledge transfer from overseas-acquired firms in mature markets to Chinese acquirers. The promotion of overseas synergies stimulates complementary knowledge transfer flow, which is reversely transferred from Chinese acquirers to overseas-acquired subsidiaries such as low-saving sourcing and new market applications. This study identifies three acquisition-related human factors that impact overseas knowledge senders for knowledge transfer. These human factors are implemented by Chinese strategic investors as new shareholders during the loosen integration phase. The first facilitator is all-round communication programs with top management involvement, aiming to build up constructive communication channels to boost knowledge transfer. The second facilitator is competence-based trust, which stimulates cooperation and application based on similar professional competence between Chinese acquirers and their overseas-acquired subsidiaries. The impeder is a high turnover of key skilled workers at Chinese acquirers to undermine the effectiveness of knowledge transfer.