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Article
Publication date: 3 January 2017

Marjan Maali Tafti, Mahdi Mahmoudsalehi and Mojtaba Amiri

The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.

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Abstract

Purpose

The purpose of this paper is to identify the obstacles and challenges of talent management as well as its success factors in Iranian automotive industries.

Design/methodology/approach

This research is a kind of discoverer research done by qualitative approach. The methodology to data collection was interview and research sample was 15 manager in automotive industries. Data analysis was carried out by the coding method, and concepts, minor and major contexts were extracted and lastly the conceptual framework was formed.

Findings

Based on the findings of the research, framework of obstacles and challenges in talent management was classified into four categories that are structural challenges and barriers, environmental challenges and barriers, behavioral challenges and barriers and lastly managerial challenges and barriers. In addition, the framework of talent management success factors were categorized into three main sections that are structural success factors, environmental success factors and finally managerial success factors.

Originality/value

Problem finding of talent management in automotive industry and identifying obstacles, challenges and success factors in talent management with qualitative approach through interviews with experts from the Iranian industries is the research value.

Details

Industrial and Commercial Training, vol. 49 no. 1
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 17 December 2021

Mojtaba Rezaei, Alberto Ferraris, Donatella Busso and Fabio Rizzato

This study aims to examine the role of organisational democracy (OD) in facilitating the knowledge sharing (KS) process within companies, thus considering the effect of different…

Abstract

Purpose

This study aims to examine the role of organisational democracy (OD) in facilitating the knowledge sharing (KS) process within companies, thus considering the effect of different OD principles.

Design/methodology/approach

The authors used data collected through a questionnaire on a sample of 254 employees at private universities and colleges to test the relationship between OD and KS. Data were analysed using the structural equation modelling technique.

Findings

Overall, OD has a direct and significant effect on facilitating KS in organisations. Also, the results showed that there are different degrees and intensities among the individual principles (sub-concepts) of OD and KS.

Practical implications

The findings highlight the important role of democracy in an organisation to enhance the organisational climate and employees’ behaviours, thus leading to higher KS outcomes. Also, results, provide an opportunity for managers to consider enhancing democracy in an organisation for improving internal collaboration effectiveness in KS.

Originality/value

This paper sheds light and adds new knowledge to embryonic studies that are directed towards the integration of democracy within the main concept of knowledge management (KM). This emphasises the need to use and stimulate OD and its principles for improving the effectiveness of KM practices with specific attention to KS.

Details

Journal of Knowledge Management, vol. 26 no. 10
Type: Research Article
ISSN: 1367-3270

Keywords

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