Knowledge management, innovation, and competitive advantage: is the relationship in the eye of the beholder?

Aydin, Serdan; Dubé, M.

doi:10.1080/14778238.2018.1496564

Cited by 18 publications

(15 citation statements)

References 49 publications

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“…It largely involves the formation of employee's personality, that is, the qualities that influence their work behaviour and knowledge, and thus the employee's motivation. Employee development takes place as part of a systematic organisational learning process, whose strategic management elements include identification of needs and evaluation of the effectiveness of development programs (Witkowski and Bartozs, 2017;Aydin and Dube, 2018;Urbancová, 2019). It is necessary to realise that assessing the effectiveness of individual educational methods also depends on the age category of employees (Huo et al, 2019;Chand and Markova, 2019).…”

Section: Literature Reviewmentioning

confidence: 99%

Factors influencing the setting of educational processes in the context of age management and CSR

Urbancová¹,

Vrabcová²

2020

Economics &Amp; Sociology

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Age management plays an important role in addressing the age distribution among employees in an organisation and their management as a result of the increasing share of 50+ people in the population. Organisations must inevitably adapt to this trend, and one of the objectives of age management is to cope with demographic changes. Parties involved in age management have different ambitions at different levels. At the organisational level, however, it is necessary to emphasise on the development of human potential through continuous education and labour productivity. Employee age management can be seen as part of corporate social responsibility. More and more organisations are connecting responsible business with human resource management. The article presents age management as an opportunity to link human resource development to social responsibility. The main objective of this paper is to identify the factors influencing the setting of educational processes for 50+ y.o. employees and to support the development of CSR in education. The data were obtained using quantitative research (n = 207) and then evaluated using descriptive and multivariate statistics methods. The results show that employees prefer when employers themselves suggest them participating in educational courses. The most frequently used courses are professional lectures and self-education, while the least used ones are internships in foreign branches or videoconferences.

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Section: Literature Reviewmentioning

confidence: 99%

Factors influencing the setting of educational processes in the context of age management and CSR

Urbancová¹,

Vrabcová²

2020

Economics &Amp; Sociology

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“…The sustainability of a competitive advantage is mainly dependent on achieving continuity of knowledge in organisations, and their further acquisition corresponds to and responds to the development of the environment [45,46]. One of the important tools for achieving long-term knowledge continuity is the incorporation of age management into knowledge management and strategic management of the company, thus achieving vertical knowledge transfer [47].…”

Section: Impact Of Age Management On Competitive Advantagementioning

confidence: 99%

Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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“…The concept of sustainable development is adopted into the concept of developing sustainable tourism development (Armenski et al, 2018). Sustainable tourism development is defined as a tourism development process that is oriented to the preservation of resources needed for future development and does not have a negative impact on the development of local culture, as well as the existence of such cultures must be maintained for future generations (Aydin et al, 2018). Tourism Competitive advantage refers to the ability of a destination to attract and satisfy potential tourists (Hall, 2019).…”

Section: Literary Review Tourism Competitive Advantagementioning

confidence: 99%

“…Tourism Competitive advantage is the ability of objects and attractiveness of tourist destinations to preserve existing natural capital for future generations (Wong, 2015), create and integrate value-added products that maintain their resources (Al Bayrak et al, 2018) and when referring to competitiveness, tourism destinations must also include the sustainability of local resources to ensure maintenance of long-term success and the achievement of equitable resource returns which are used to satisfy all stakeholders (Martinez et al, 2015) and competitiveness refers to the ability of tourism destinations to improve high living standards for the surrounding community (Aydin et al, 2018). In strategic management, the main objective of all processes carried out by the organization is to achieve sustainable competitive advantage (Añaña et al, 2018).…”

Section: Literary Review Tourism Competitive Advantagementioning

confidence: 99%