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The knowledge that is embedded within people, relationships, and organizational routines present key, but varied, sources of capabilities needed to compete. The value of this knowledge depends on the investment costs and benefits that come as employees draw on and utilize these different forms of knowledge to respond to global challenges. But something as intangible as knowledge can be a major source of misunderstanding and mismanagement. The purpose of this paper is to develop a framework that explores the underlying path of how knowledge assets might be configured to overcome misunderstanding and mismanagement.

The authors develop a framework to help scholars and organizations understand how to manage their different knowledge assets to ensure continual organizational effectiveness. To do this, the authors juxtapose three classes of knowledge assets – human capital, social capital, and organizational capital – against three types of learning – knowledge generation, transfer, and application.

The framework the authors develop provides both theoretical and practical insight into how organizations can manage their knowledge assets to overcome learning challenges.

The framework helps understand how organizations might align learning with their strategic challenges. It is useful in helping organizations develop a better understanding of the costs and benefits of different knowledge-management interventions according to the nature of the task and the learning needs of their organizations. When firms are confronted with challenges that present a great deal of uncertainty and they are in need of knowledge generation, transfer, and/or application, the framework could help them to identify which assets to invest in as well as the potential benefits of the investments.

This paper is unique in that it provides a framework linking knowledge assets with organizational learning in a way that has not been done before. It also outlines specific human resource approaches to managing these different configurations.

In today’s highly competitive business environment, all functions in an organization are increasingly expected to justify their existence by the contribution they make to that organization’s competitive advantage. This is especially true for administrative functions: traditional perceptions must be overcome and effectiveness successfully “marketed” internally. This article looks at perceptions of HR effectiveness and argues that such perceptions challenge HR departments to think and operate strategically.

The purpose of this paper is to empirically test the relationship between the various components of intellectual capital (IC) (human, organizational, technological and relational) and organization performance (OP) in small and medium enterprises (SMEs) in the manufacturing sector in the region of Baja California, Mexico.

A sample of 127 surveys was applied to CEOs, CFOs or managers of SMEs. In order to test the research hypotheses, a multiple regression was run prior to the development of exploratory and confirmatory factor analyses.

The results showed that the four capitals have a positive influence on OP; the evidence is consistent with several studies in Mexico and abroad. Furthermore, knowledge management was introduced as a moderating variable and the result was that it negatively moderates the relationship between IC and OP.

The main limitation of this research is that it only focused on one region and a single sector in Mexico. However, future research at the national level might verify the hypotheses tested.

This research contributes to enrich the theoretical framework for the Mexican context regarding IC; additionally, it allows contrasting the evidence with other studies at national and international levels.

To demonstrate two distinct leadership requirements for project managers and establish a theoretical basis for distinguishing between these two types of leadership.

A framework linking transactional and transformational leadership qualities with project management attributes is developed.

Explains how reactive decisions relating to monitoring of schedules and budgeting data of projects has received the greatest attention in the literature but this is only one aspect of project control. Project leadership that is proactive in controlling projects is more effective.

The implications of our findings are substantive. Project managers who focus on proactive leadership behaviour will be more successful in completing projects on time, on budget and to the specified standard as well as achieving the strategic purpose of the project.

Project managers need to pay more attention to the progress of their projects and forestall any problems rather than just being reactive problem solvers.

The paper provides a framework for establishing the linkage between proactive decisions that impact on the direction that the project is progressing and reactive decisions that solve the existing problems of project management. It is a different focus to the traditional project management leadership knowledge base.

This experimental study investigates the connotative (measured) meaning of the concept “auditor independence” within three audit engagement case contexts, including two acknowledged in the literature to represent significant potential threats to independence. The study’s research design utilises the measurement of meaning (semantic differential) framework originally proposed by Osgood et al. (1957). Findings indicate that research participants considered the concept of independence within a two factor cognitive structure comprising “emphasis” and “variability” dimensions. Participants’ connotations of independence varied along both these dimensions in response to the alternative experimental case scenarios. In addition, participants’ perceptions of the auditor’s independence in the three cases were systematically associated with the identified connotative meaning dimensions.

Uses data from 1994 International Social Survey Programme to examine how attitudes to maternal employment at different stages of child rearing vary across and within eight nations in the European Union, UK, Germany, Austria, the Netherlands, Sweden, Ireland, Italy and Spain. Considers whether a mismatch exists between belief in a women’s right to work and the “traditional” family ideology. Highlights a north/south divide in attitude and differing welfare policies and gender‐role beliefs.

This article explores how companies in multiple controversial industries report their controversial issues. For the first time, the authors use a new conceptualization of controversial industries, focused on harm and solutions, to investigate the reports of 28 companies in seven controversial industries: Agricultural Chemicals, Alcohol, Armaments, Coal, Gambling, Oil and Tobacco.

The authors thematically analyzed company reports to determine if companies in controversial industries discuss their controversial issues in their reporting, if and how they communicate the harm caused by their products or services, and what solutions they provide.

From this study data the authors introduce a new legitimacy reporting method in the controversial industries literature: the solutions companies offer for the harm caused by their products and services. The authors find three solution reporting methods: no solution, misleading solution and less-harmful solution. The authors also develop a new typology of reporting strategies used by companies in controversial industries based on how they report their key controversial issue and the harm caused by their products or services, and the solutions they offer. The authors identify seven reporting strategies: Ignore, Deny, Decoy, Dazzle, Distort, Deflect and Adapt.

Further research can test the typology and identify strategies used by companies in different institutional or regulatory settings, across different controversial industries or in larger populations.

Investors, consumers, managers, activists and other stakeholders of controversial companies can use this typology to identify the strategies that companies use to report controversial issues. They can assess if reports admit to the controversial issue and the harm caused by a company's products and services and if they provide solutions to that harm.

This paper develops a new typology of reporting strategies by companies in controversial industries and adds to the theory and discourse on social and environmental reporting (SER) as well as the literature on controversial industries.

The aim of this paper is to explore the support that project managers receive from construction project-based organisations (PBOs) in their early careers.

Fifty-seven semi-structured in-depth interviews were conducted with four key stakeholder groups including early career project managers (ECPMs) and employers from Australian construction PBOs, project management professional bodies, and university educators to ascertain (1) what organizations are currently doing and (2) what organizations can do better to support project managers in their early careers.

Thematic analysis revealed that construction PBOs' responsibilities to ECPMs entailed: (1) providing mentoring, (2) offering training, (3) collaborating with universities, (4) giving time and feedback and (5) assigning manageable workloads. However, the findings revealed inconsistencies in companies enacting these responsibilities.

This research is limited to the context of the Australian construction industry, yet the findings shed valuable insights into the current practices of construction PBOs in supporting ECPMs. From a strategic resource-based view perspective, ECPMs have the potential to serve as long-term valuable organizational resources. Failure to invest in new professional entrants constitutes an area of untapped competitive advantage.

Construction PBOs looking to better support their ECPMs may use the results of this research as a guide to tailor their early career professional development initiatives.

The study adopts a holistic, multi-vocal approach by interviewing four key stakeholder groups. The findings contribute new insights into the role of construction PBOs in supporting ECPMs and the implications this has on the sustainability of their project management talent pool.

Wonders whether companies actually have employees best interests at heart across physical, mental and spiritual spheres. Posits that most organizations ignore their workforce – not even, in many cases, describing workers as assets! Describes many studies to back up this claim in theis work based on the 2002 Employment Research Unit Annual Conference, in Cardiff, Wales.

Performing emotional labour is required of customer-contact employees (CCEs) to regulate their emotions through acting to conform to organisational display rules. Prior research is focused on investigating the detrimental outcomes of CCEs engaging in emotional labour acting to meet these display rules and organisational-related antecedents. This study takes a fresh perspective to propose how acting deriving from job engagement is related to employee burnout. Emotional intelligence is modelled as a moderator in these relationships.

The current study focuses on customer contact employees who are currently employed within the banking industry located in the United States of America. Participants of the study were recruited using panel data through Qualtrics both symmetrical and asymmetrical methods were employed in this study to test the proposed relationships.

The findings show that, prior to including EI in the analysis, job engagement was negatively related to surface acting but positively related to deep acting. However, when EI was entered in the equation, the relationship between job engagement and deep acting became negative. EI was also negatively related to both surface and deep acting. EI significantly strengthens the emotional labour process of engagement towards emotional labour strategies as well as lessening burnout. The asymmetrical analysis offer more insights to the proposed relationships.

This study employs both symmetrical and asymmetrical methods to examine emotional labour, emotional intelligence and employee burnout. In particular, job engagement proposed as an antecedent to acting strategy is novel. The study offers some novel insights into emotional labour and emotional intelligence research. The findings have practical implications for HR practitioners and management in the service organisations.