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The purpose of this paper is to suggest a model for knowledge asset management as a foundation for correlating human capital management to organizational performance.

A systems engineering approach is suggested as a model where inputs develop the knowledge asset, mechanisms inventory the asset and outputs utilize the asset.

In the knowledge economy, people are an organization's most valuable asset, yet a methodology that correlates their value to organizational performance. is lacking The goal is to propose a knowledge asset model for human capital management. Future research will be performed to substantiate the model and develop a measurement instrument to investigate the correlation between knowledge asset management and organizational performance.

This paper suggests moving people to the center of an asset management model to correlate their value to an organization's performance.

This paper aims to describe knowledge productivity coaches and the approach Lockheed Martin has taken to ensure that its employees have the knowledge and skills needed to utilize its information system modeled after Web 2.0 and Enterprise 2.0 concepts and technologies. This information system is branded Unity.

To train the employee population (∼140,000 employees) in using Unity, a small team of knowledge productivity coaches was formed, who in turn mentor and coach more than 100 Unity ambassadors. These ambassadors are responsible for helping employees to understand the Unity platform and to utilize its related tools. A multitude of learning options are offered including Collaboration Playbooks, unMeetings (informal lunch‐n‐learn sessions on a specific Unity topic), videos, quick, short jump‐start guides, one‐on‐one coaching sessions, and personal assistance in setting‐up key team and personal spaces within the Unity environment. While the system is in many ways intuitive, these ambassadors provide the “human” link to learning.

The adoption rate of Unity has increased exponentially. Unity spaces increased 51 percent during the rollout in the third quarter of 2009. Much of this growth can be attributed to knowledge productivity coaches and ambassadors providing the support employees need to utilize Unity to increase their performance and productivity.

This strategy of using knowledge productivity coaches and ambassadors can be repeated for any large system implementation in the future. The methods and processes can also be leveraged to save time and money for every new program utilizing the strategy. This paper details the strategy and processes for reuse.

The purpose of the paper is to analyse the relationship between corporate social responsibility and the concept of Black economic empowerment in South Africa. The paper examines whether government interventions in the area of corporate social responsibility post‐1994 have been successful. The paper also assesses critically the level of voluntary commitment that businesses in South Africa have displayed in the area of corporate social responsibility.

Corporate social responsibility in South Africa pre‐1994 and post‐1994 is examined and compared. The Broad‐Based Black Economic Empowerment Act (2003), the new South African Companies Act (2008) and the King Codes of Corporate Governance Principles in South Africa are critiqued. A distinction is made between government and business corporate social responsibility initiatives.

The paper principally concludes that meaningful corporate social responsibility in the area of human rights can be better achieved if it is based on commitment and collaborative partnership.

The paper provides a basis for empirical research on corporate social responsibility and socio‐economic development in South Africa.

This paper adds to the growing discourse of academic literature that supports a strategic partnership‐based approach to corporate social responsibility.

On April 2, 1987, IBM unveiled a series of long‐awaited new hardware and software products. The new computer line, dubbed the Personal Systems 30, 50, 60, and 80, seems destined to replace the XT and AT models that are the mainstay of the firm's current personal computer offerings. The numerous changes in hardware and software, while representing improvements on previous IBM technology, will require users purchasing additional computers to make difficult choices as to which of the two IBM architectures to adopt.

The purpose of the study’s mixed-methods evaluation was to examine the ways in which a relational leadership development intervention enhanced participants’ abilities to apply relationship-oriented skills on their teams.

The authors evaluated five program cohorts from 2018–2021, involving 127 interprofessional participants. The study’s convergent mixed-method approach analyzed post-course surveys for descriptive statistics and interpreted six-month post-course interviews using qualitative conventional content analysis.

All intervention features were rated as at least moderately impactful by at least 83% of participants. The sense of community, as well as psychological safety and trust created, were rated as impactful features of the course by at least 94% of participants. At six months post-intervention, participants identified benefits of greater self-awareness, deeper understanding of others and increased confidence in supporting others, building relationships and making positive changes on their teams.

Relational leadership interventions may support participant skills for building connections, supporting others and optimizing teamwork. The high rate of skill application at six months post-course suggests that relational leadership development can be effective and sustainable in healthcare. As the COVID-19 pandemic and systemic crises continue to impact the psychological well-being of healthcare colleagues, relational leadership holds promise to address employee burnout, turnover and isolation on interprofessional care teams.

The purpose of this paper is to present research conducted with legal cases of sexual harassment (SH) in Great Britain over the past ten years. The paper contributes to the equal opportunities literature since it offers a rare interpretation of longitudinal case data with important implications for law, policy, social science and, indeed, for the management of equal opportunities within organizations. The paper approaches SH both as an evolving legal issue and as a type of organizational conflict, with particular power influences and effects.

The population of individual case records with a SH component was accessed via the BALII database for the period 1995‐2005. These case records were content‐analyzed using a framework of variables developed for the study. Variables of interest initially were identified from a review of the social science, law and policy‐related literatures

The vast majority (96 per cent) of workers bringing appeals of SH were female. The data suggest that claimants were more likely to be single than married. In many ways, the profile of respondents appears a mirror image of claimants. This is true in terms of gender (92 per cent are men) and also in terms of organizational power; the large majority of individuals named as respondents in SH cases are managers or professional employees. It is evident from the analysis that there is low reporting and high attrition rates of cases relating to claims of SH.

Given this paper examines appellate cases, it is important that the findings are set in context. The appellate cases tend to deal with questions of law, which may make these cases particularly unique from the run of the mill harassment cases. Whilst dealing with important legal issues it should be acknowledged that appellate cases are not necessarily representative of SH litigation in general.

The paper contributes to the equal opportunities literature since it offers a rare interpretation of longitudinal case data with important implications for law, policy, social science and, indeed, for the management of equal opportunities within organizations.

The paper concludes that management of risk relating to SH could be improved via knowledge of the litigation record. This means looking not just at cases that make law, but at the wider body of claims tested by tribunals. Analysis of these could open a window on SH in workplaces – illuminating how it operates, how individuals and organisations react to its experience and how employment tribunals assess claims overall.

This paper aims to review and critique the knowledge management (KM) literature within small and medium enterprises (SMEs), offers an overview of the state of research and outline a future research agenda.

Papers published in KM journals are analysed using a structured literature review methodology. The paper analyses 89 papers published in ten journals specialising in the field of KM.

KM within SMEs is a research area of growing importance. Findings show that literature on KM in SMEs is fragmented and dominated by unrelated research, with few comparative studies between countries and several countries receiving little attention. Additionally, different definitions of SMEs are used and different kinds of SMEs (e.g. micro, small and medium) are often treated as equivalent, making comparison almost impossible. The results show a failure to address the implications of findings for practitioners and policymakers, which risks relegating the KM research on SMEs to irrelevance.

The paper presents a comprehensive structured literature review of the articles published in KM journals. The paper’s findings can offer insights into future research avenues.