Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Abstract

For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker's issues in fast-growing emerging economies.

Talent Management as a Core Source of Innovation and Social Development in Higher Education

“…This was defined by Iles et al [14], Blass [52] and Cappelli [79], for whom TM appears as a complex set of processes that operate in large institutions so that the institutions and individuals within them can meet current and future needs with overall benefits for the institution. In a similar vein, Dessler [80], Tansley et al [81], Blackman and Kennedy [82] and Ali et al [83] portray the TM process as needing full integration, in order to become a standard practice to attract individuals who have high potential for creative development and to retain them in order to generate a unique value to the institution. In other words, it is a specific method for attracting and retaining abilities and essential knowledge for the future [80][81][82][83].…”

“…In a similar vein, Dessler [80], Tansley et al [81], Blackman and Kennedy [82] and Ali et al [83] portray the TM process as needing full integration, in order to become a standard practice to attract individuals who have high potential for creative development and to retain them in order to generate a unique value to the institution. In other words, it is a specific method for attracting and retaining abilities and essential knowledge for the future [80][81][82][83].…”

“…A large and growing body of literature about 'human relations movement' has been developed since the 1990s [175,191,192]. Employee empowerment practices are an essential element of motivating and retaining highly qualified employees for a long time within an institution [83,193,194]. Employee empowerment in academic workplaces assists in retaining talented staff, both academic and professional [192,193].…”

Technological Innovation and Management Skills: Case Study of the Museo Archeologico di Napoli

“…From last few years practitioners and academia related people have evolved considerably with Talent Management literature (Meyers & Woerkom, 2014;Minbaeva & Collings, 2013;Nijs, Gallardo-Gallardo, Dries, & Sels, 2014;Schiemann, 2014;Vaiman & Collings, 2013) focusing on talented human help to generate superior outputs (Sparrow & Makram, 2015;Ali, Lei, Ali, & Hussain, 2017).…”

The effect of talent management processes on knowledge creation

“…These hypotheses attempt to investigate the relationship between TMPs and KC within Australian public and private universities in Queensland. TMPs may have a direct influence on KC towards an organisation's objectives ( Jones, 2008;Dries, 2013;Kim et al, 2014;Vaiman et al, 2015;Ali et al, 2017;Osigwelem, 2017;Shabane, 2017;Suryawanshi, 2017). At the same time, organisations need to construct a distributed proficiency system of TM that involves KM practices which guarantee its continuing flow (Chadee and Raman, 2012;Daraei et al, 2014;Scaringella and Malaeb, 2014;Sparrow and Makram, 2015;Urbancová and Vnoučková, 2015).…”