Search results

The article argues for increased use of knowledge management as a possible method for improving the alignment of organizations with the external environment.

It is readily acknowledged that the external environment for organizations is characterized as fast-paced. As such, to remain successful, organizations must endeavor to remain aware of changes in the external environment and make timely adjustments to internal operations that will keep the organization properly aligned with the environment.

Strategic thinking, bolstered by effective knowledge management, is one approach organizational leaders can consider in their quest to remain properly aligned with perpetual changes in the external environment.

Employees represent a significant source of information and knowledge within organizations. Leveraging this information through knowledge management may enhance the strategic thinking within organizations, translating into practices that will help the organization remain properly aligned with the external environment.

The topic of knowledge management is certainly not new. However, emphasizing knowledge management in the context of organizational alignment provides organizational leaders with an additional strategy that has considerable practical value.

The purpose of the paper is to provide insight into some of the realities associated with mentoring in a business environment that is becoming increasingly global, with specific emphasis on challenges associated with communication.

The paper takes an applied approach to covering some of the realities and major challenges related to communication when mentoring within the global environment.

Mentoring continues to have value as a tool in enhancing organizational effectiveness. However, mentoring becomes more challenging in a global marketplace. Some of the most salient realities associated with global mentoring are examined.

The insight and topics covered in the article should enhance organizations' efforts to mentor employees dispersed in a multinational structure.

The purpose of this article is to provide insight into how organizations and managers can use technology, including the internet, to enhance development and planning efforts.

Suggestions for leveraging technology are outlined using the traditional components of the planning process as a template. Specific recommendations are offered for integrating technology into each of the stages of the planning process (i.e. formulation, implementation and evaluation).

A majority of business and technology executives agree that extensive use of information technology can enhance strategic planning, however, only about one‐third of surveyed CEOs actually champion the use of technology in strategic planning, with only 19 percent considering their organization's strategic planning process highly effective (PR Newswire). Yet, by leveraging technology more effectively during planning and development initiatives, companies are likely to improve their overall competitive position, enhance buy‐in, and reduce conflict.

While not scientific, guidance provided in this article should improve managers' and leaders' planning efforts.

The use of technology in development efforts and throughout the planning process should improve the efficacy of the concomitant plans developed by organizations.