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When evaluating the success of an organization, the value of employees’ organizational commitment and the process of knowledge sharing among staff must be considered. As illustrated in this volume, these two concepts are key conditions for organizational success in the contemporary world. This book explores the concept of organizational commitment, what it is, and how to use and understand the value in knowledge management and sharing for both employees and organizations as a whole. A profound analysis of the global literature exposes organizational commitment and knowledge sharing as key determinants of the effectiveness of the organization management process, including human capital management. While much space in the literature on the subject is devoted to the exploration of the above-mentioned concepts, treated as categories subject to separate analysis, the diagnosis and analysis of the relationship between them should be treated as a poorly recognized process. This book fills a research gap, providing a theoretical foundation and important information on organizational commitment and knowledge sharing, highlighting the relationship between both research categories. It will be of interest to researchers, academics, practitioners, and students in the fields of human resource management, leadership, and organizational studies.
When evaluating the success of an organization, the value of employees' organizational commitment and the process of knowledge sharing among staff must be considered. As illustrated in this volume, these two concepts are key conditions for organizational success in the contemporary world. This book explores the concept of organizational commitment, what it is, and how to use and understand the value in knowledge management and sharing for both employees and organizations as a whole. A profound analysis of the global literature exposes organizational commitment and knowledge sharing as key determinants of the effectiveness of the organization management process, including human capital management. While much space in the literature on the subject is devoted to the exploration of the above-mentioned concepts, treated as categories subject to separate analysis, the diagnosis and analysis of the relationship between them should be treated as a poorly recognized process. This book fills a research gap, providing a theoretical foundation and important information on organizational commitment and knowledge sharing, highlighting the relationship between both research categories. It will be of interest to researchers, academics, practitioners, and students in the fields of human resource management, leadership, and organizational studies.
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PROTOTYPE 1
Astrid Alben; Rachael Allen; Theis Anderson; Rowland Bagnall; Tara Bergin; Emily Berry; Crispin Best; Paul Buck; Jen Calleja; Thomas A Clark; Laurie Clark; Esme Creed-Miles; Emily Critchley; Jake Elliott; Laura Elliott; SJ Fowler; Amy Key, Michael Kindellan; Caleb Klaces; Gareth Damian Martin; Robert Herbert McClean; Wayne Holloway-Smith; Kirstie Millar; Catrin Morgan; Richard Price; Leonie Rushforth; Rachel Snowdon; Rebecca Tama s; Ollie Tong; Kandace Siobhan Walker; Ahren Warner; Stephen Watts; Ralf Webb; Eley Williams; Alison Honey Woods; Madeleine Wurzburger
Paperback
R308
Discovery Miles 3 080
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