Resources: Main Page | Research Methods (A) | Major Theories (B) | Issues and Contemporary Topics (C) | Professional Education (D)
Aisle C (Topics and Issues): Agility and Adaptability (CA) | Digital Technologies (CD) | Employee Well-Being (CE) | Inequality & Justice (CI) | 21st Century Leadership (CL) | Resource Management (CR) | Sustainability (CS) | Meaningful Work (CW)
Rack CR (Resource Management): Knowledge Generation & Retention | Human Capital Management | Talent Management | Fiscal Responsibility & Stewardship
Jump to: Importance | Challenges | Relevant Streams | Research Areas | Foundational Texts | TAOP Episodes | References
“Resources” are essential to the operation of any organization, whether it is an industrial firm that collects raw materials and converts them to products or a team of knowledge workers converting ideas and expertise into innovations. People, of course, are an essential resource as organizations simply do not exist without them (science-fiction scenarios involving AI notwithstanding). The management of resources has been a long-standing concern for both managers and researchers, but in today’s competitive, information-driven environment coupled with increasing costs and rapidly advancing technologies, organizations of all types are faced with having to “do more with less,” which is to say maximize outputs with the same or fewer inputs.
Resource management is a broad discipline that involves the effective and efficient management of resources—such as human resources, financial capital, natural resources, technology, and information—across various domains. It encompasses numerous subfields, each focusing on a different type of resource or management strategy (OpenAI, 2024). It is a bit of a catchall term, covering contemporary issues and research regarding several different types of resources (which is to say, inputs), all being viewed as costs or investments. On the one hand, researchers or society might not wish for people to be viewed as a “resource,” but on the other hand people incur costs on the firm and their work has a value that the firm must measure. Hence, there are many managers and leaders facing difficult decisions such as whether to invest in people vs. technology and maximizing shareholder value vs. maximizing the meaning of the work done and its impacts on customers and society. Moreover the institutionalization of what are considered “best practices” may force firms to make choices they would prefer not to.
Thus, we have cobbled together resources regarding several broad types of inputs — people, knowledge, and money; while a fourth type (materiel) is covered under the very broad topic of digital transformation in Rack CD.
Why are Talent Management, Knowledge Management, Fiscal Stewardship, etc. so Important?
If one were to consider them separately; knowledge management, talent management, and financial management are each important areas of organizational research with their own independent suite of constructs, models, and theories (see Aisle B). It is their intersection that presents a wide range of issues, challenges, and management decisions. People cost money but are essential to sustaining corporate knowledge, a commodity that itself defies monetary valuation. So first, let’s look at the intersection of the three and then examine particularly challenges that appear in pairwise fashion.
Key Elements of Organizational Success. Knowledge, talent, and financial management can appear to operate at cross-purposes, making any decision space among them an optimization problem. Thus as organizations look at how to improve its own performance and invest in the future, there are balances to be struck. Knowledge management provides the intellectual capital that drives innovation, talent management ensures the organization has the right people to execute on ideas, and financial management ensures that the necessary resources are available to support those efforts. When aligned, these areas help organizations achieve strategic goals and maintain their competitive edges. But in environments of complexity, such alignment is often unstable, requiring significant organizational energy to keep its initiatives on track.
An organization’s overall strategy can become the vehicle for defining and sustaining the desired alignment. When a company faces significant competitive pressures, reducing the workforce while maintaining top talent with critical skills and expertise may become critically important yet the incentives to do so could run afoul of the need to cut costs. Or, in periods of opportunity, the financial resources needed to support R&D or expansion initiatives must be accompanied by a scalable workforce or abilities to acquire needed facilities. These actions take time, time that managers might not always have.
And then, there is the need for resilience to overcome times of crisis such as economic downturns and market disruptions. In a perfect situation, organizations with strong knowledge management systems should quickly adapt by sharing information and strategies across teams; effective talent management ensures that employees have the skills to navigate challenges; and sound financial management helps the organization weather economic difficulties by optimizing resource allocation and cutting unnecessary costs. However, establishing and sustaining such resilience is costly, and the absence of crises or risk (or the refusal to acknowledge risk) can make such expenditures appear wasteful.
Knowledge is Power and People Hold the Knowledge. Talent management directly ties to knowledge management because an organization’s personnel are the primary sources of the corporate knowledge base. One concern for organizations is the ever-present challenge of brain drain. An organization’s ability to manage its knowledge influences how it manages talent, so when employees with valuable knowledge leave or retire, it can lead to a loss of intellectual capital. Effective talent management should help with transferring knowledge to the remaining employees through mentoring, training, and collaboration. Knowledge management systems (KMS) can also facilitate the sharing and retention of expertise across the organization.
There can be talk among leaders for seeking to build a learning organization, such as promoted by Senge (1990). This is about creating a culture that promotes continuous improvement and skill-building. In such an environment, talent management initiatives can focus on developing a workforce that is adaptable, innovative, and skilled in managing knowledge effectively.
But People Cost Money … . Talent management is closely linked to financial management because attracting, developing, and retaining top talent often requires significant financial investment. Recruitment, training, competitive salaries, and benefits packages (including retirement plans) are all financial commitments that affect an organization’s bottom line. If organizations fail to manage these costs effectively, they risk overextending their budgets or losing key employees to competitors offering better compensation or development opportunities. But at the same time, there are questions about what investments are appropriate for the organization to make and what should be the responsibility of current or prospective members. For example, when is it best to offer incentives to employees for furthering their education (such as acquiring added certifications or college degrees), and when is it better to require candidates to have those credentials already when applying?
Proper utilization of talent is a very complex problem. In theory, proper workforce planning, succession planning, and role optimization should lead to conditions where the “right” employees are performing the “right” roles, so to minimize inefficiencies and maximize productivity. But what does “right” mean? Under what conditions does a situation change from “right” to “wrong”?
Intersection of Knowledge and Finance. Knowledge management systems provide valuable insights, data, and information that help organizations make informed financial decisions. By effectively managing and utilizing internal and external knowledge, financial managers can better predict trends, assess risks, and allocate resources efficiently. For example, having access to up-to-date market intelligence, customer insights, and industry knowledge enables leaders to make more strategic financial investments and adjust their financial plans accordingly. Another example is how knowledge management can help reduce redundancies and inefficiencies within an organization, potentially generating cost savings.
Some Contemporary Challenges
This is not intended to be an exhaustive or comprehensive list, but one that reflects some of the active conversations about resource management in organizations. The below also mirrors other challenges listed elsewhere on this site such as Meaningful Work (Rack CW), Employee Well-Being (Rack CE), and Digital Transformation (Rack CD).
Distributed Knowledge Management. A significant challenge emerging from the COVID-19 pandemic relates to distributed knowledge management. This is knowledge management across hybrid and remote environments where knowledge must be encoded and made available for sharing and use but is therefore vulnerable to theft or discovery by outside actors. From a talent management standpoint, workers are increasingly demanding the flexibility to work remotely, while managers who are in part fearful of the risks and liabilities involved are pushing back-to-office policies. Can the risks be reduced to foster continued remote work in some circumstances? Are there other cases where the risks simply are too great?
Paradoxes Regarding Incentives. A related matter is one of incentives. Organizations that have relied on using pay raises or bonuses to spur greater member performance may be finding that this no longer incentivizes contemporary workers to the same extent. Today’s “Gen Z” or “Gen Alpha” workforce may be more interested in flexibility, stability, and the right culture, while being less tolerant of traditional top-down forms of management.
Economic Volatilty. Economic volatility is a major challenge. Inflation, recessions, supply chain disruptions, and political instability have made managing financial resources ever more challenging. Forecasting revenue and making investment decisions in such volatile environments requires adaptability and resilience.
Investment Decisions. Capital investment such as facilities and infrastructure is a related area of concern. In addition to investments needed in innovation and new products and services, firms must consider how to keep their current facilities and real property functioning, particularly those whose survival is most dependent. Renting, rather than owning, facilities may offer some needed flexibility but rents are also volatile and can force firms to relocate, incurring transaction costs. Upgrading facilities can also become expensive, so when is it best to upgrade and when is it better to build anew and move?
Relevant Theories or Literature Streams
The menu for this rack lists several subtopics that might be of interest and which we may produce a dedicated page in future.
Note: This is not intended to be comprehensive, but illustrative of the different perspectives that research can take in matters pertaining to resource management and its subcomponents.
Resource Management. One of the most prominent theories in resource management is the Resource-Based View (RBV), which posits that a firm’s resources and capabilities are critical to achieving competitive advantage and superior performance (Barney et al., 2011). This theory emphasizes the importance of unique, valuable, and inimitable resources that organizations can leverage to differentiate themselves in the marketplace. The RBV has evolved to include concepts such as resource orchestration, which focuses on how managers can effectively structure, bundle, and leverage resources to create value (Sirmon et al., 2010).
Additionally, the theory of resource dependence has gained traction in understanding how organizations manage their external environments to secure critical resources (Malatesta & Smith, 2014). This theory posits that organizations must navigate their dependencies on external entities, such as suppliers and customers, to ensure their survival and success. Strategies such as forming alliances, mergers, and co-opting stakeholders are often employed to mitigate resource dependence and enhance organizational resilience. This approach underscores the importance of strategic relationships in resource management.
Recent studies emphasize the importance of advanced resource allocation methods, particularly in the context of emerging technologies such as cloud computing and big data analytics. For instance, research highlights the necessity for innovative resource management techniques in cloud radio access networks, which are pivotal for optimizing performance in heterogeneous environments (Alhashimi et al., 2023). Additionally, the integration of artificial intelligence (AI) into resource management practices has been identified as a transformative trend, enabling organizations to enhance decision-making processes and operational efficiencies (Ismail, 2024).
Moreover, the literature underscores the significance of sustainable resource management practices. The concept of green human resource management (GHRM) has gained traction, with studies indicating that organizations adopting GHRM practices can achieve both environmental sustainability and competitive advantage (Hameed et al., 2020; Khan & Muktar, 2021). This dual focus on sustainability and efficiency reflects a broader trend in resource management that prioritizes long-term viability alongside immediate operational needs. Other sustainability topics are covered in Rack CS.
Talent Management. In the realm of talent management, several contemporary theories have emerged that emphasize the strategic importance of human capital. Human capital theory (Becker, 1964) posits that investments in employee training and development lead to enhanced productivity and organizational performance. This theory underscores the notion that employees are valuable assets whose skills and knowledge contribute significantly to a firm’s success. Consequently, organizations that prioritize talent management practices, such as recruitment, training, and retention, are better positioned to achieve their strategic objectives.
Meanwhile, social exchange theory (Homans, 1958) suggests that the relationship between employers and employees is based on reciprocal exchanges of value. This theory highlights the importance of trust, commitment, and mutual benefit in fostering positive employee-employer relationships. Organizations that cultivate a supportive work environment and recognize employee contributions are more likely to enhance job satisfaction and retention rates. This perspective aligns with contemporary talent management practices that emphasize employee engagement and well-being as critical components of organizational success.
Contemporary research indicates that effective talent management strategies are essential for fostering innovation and enhancing organizational performance (Coculova et al., 2020; Anlesinya & Susomrith, 2020). For example, the implementation of talent management practices has been shown to correlate positively with employee engagement and organizational commitment, which are vital for sustaining competitive advantage (Coculova et al., 2020). Furthermore, the role of technology in talent management cannot be overstated. The advent of digital human resource management (also known as e-HRM) has transformed traditional talent management practices, allowing for more efficient recruitment, training, and performance evaluation processes (Berber et al., 2018). This shift towards digitalization is particularly relevant in the context of the COVID-19 pandemic, which has necessitated a reevaluation of talent management strategies to accommodate remote work and digital collaboration (Gigauri, 2020).
Knowledge Management. The knowledge-based view (KBV) of the firm (Grant, 1996; Curado & Bontis, 2006) posits that knowledge is a critical resource for organizations, and effective management of knowledge can lead to competitive advantage. This theory emphasizes the importance of creating, sharing, and utilizing knowledge within organizations to foster innovation and adaptability. Organizations that implement robust KM practices are better equipped to respond to market changes and leverage their intellectual capital. Also, the concept of communities of practice (CoP) (Wenger, 1998) has gained prominence in KM literature. CoPs are informal networks of individuals who share a common interest or expertise and engage in collective learning. This theory underscores the importance of social interactions and collaborative learning in knowledge creation and dissemination. Organizations that foster CoPs can enhance their knowledge-sharing capabilities and drive innovation through collaborative efforts.
Knowledge management (KM) is increasingly recognized as a vital component of organizational success, particularly in knowledge-intensive industries. The literature emphasizes the importance of integrating KM practices with human resource management (HRM) to enhance organizational learning and innovation (Turulja & Bajgorić, 2018; Meri, 2020). Studies have shown that organizations that effectively manage knowledge resources can improve their adaptability and responsiveness to market changes (Turulja & Bajgorić, 2018).
Moreover, the rise of big data analytics has transformed KM practices, enabling organizations to leverage vast amounts of data for strategic decision-making (Falát et al., 2023). This integration of technology into KM practices is crucial for fostering a culture of continuous learning and innovation within organizations. As organizations navigate the complexities of the digital age, the ability to harness and manage knowledge effectively will be a key determinant of success.
Financial Management. Financial management theories have evolved to address the complexities of contemporary organizational environments. Agency theory (Eisenhardt, 1989), for instance, explores the relationship between principals (e.g., owners) and agents (e.g., managers) to whom they have delegated decision-making authorities, along with the challenges that arise from divergent interests among them. This theory highlights the importance of aligning incentives and establishing governance mechanisms to mitigate agency problems. Organizations that effectively address agency issues are better positioned to achieve their financial objectives and enhance shareholder value.
Moreover, various popular management decision-making frameworks have emerged to provide reliable and rational approaches to managing organizational performance and financial management that integrates financial and non-financial measures. Examples include Total Quality Management (TQM) (Sashkin, 2002; also see Episode 121 on Zbaracki (1992)) and the Balanced Scorecard (BSC) (Kaplan & Norton, 1996). Such tools typically emphasize aligning organizational activities with strategic objectives and measuring performance across multiple dimensions, including financial, customer, internal processes, and learning and growth. Organizations must properly develop metrics and ways of collecting and analyzing progress data, and thus making data- or evidence-based decisions to drive long-term success. Connecting these tools with broader organizational strategies should enhance overall performance (Ahmad & Khan, 2022). For instance, the integration of financial analytics into decision-making processes has been shown to improve the accuracy of financial forecasting and resource allocation (Thathsara & Sutha, 2021).
Additionally, the literature underscores the significance of sustainable financial practices in the context of corporate social responsibility (CSR, also see Rack CS). Organizations are increasingly recognizing the need to balance financial performance with social and environmental considerations, leading to the emergence of sustainable finance as a critical area of focus (Sahu & Satpathy, 2024). This trend reflects a broader shift towards integrating ethical considerations into financial management practices, which is essential for building trust and credibility with stakeholders.
Some Contemporary Areas of Research
Human Resource Management and Organizational Performance. Research increasingly emphasizes the link between effective human resource management (HRM) practices and organizational performance. Studies explore how strategic HRM can enhance employee engagement, productivity, and overall organizational effectiveness (Singh, 2004; Kim, 2016). This area of research highlights the importance of aligning HRM practices with organizational goals to foster a culture of high performance and continuous improvement.
Knowledge Management and Intellectual Capital. The role of knowledge management (KM) in enhancing organizational performance is a significant focus. Researchers examine how organizations can effectively capture, share, and utilize knowledge to drive innovation and competitive advantage (Rehman et al., 2021; Graha et al., 2019). This includes exploring the relationship between intellectual capital and organizational performance, as well as the mechanisms through which knowledge is managed and leveraged within organizations (Rehman et al., 2021).
Sustainability and Ethical Stewardship. As organizations face increasing pressure to operate sustainably, research on stewardship has evolved to encompass ethical considerations and corporate social responsibility (CSR, also see Rack CS). Studies investigate how leaders can foster a culture of sustainability and ethical stewardship, balancing financial performance with social and environmental responsibilities (Domínguez-Escrig & Broch, 2021; Kusumaningrum, 2024). This area emphasizes the importance of integrating sustainability into organizational strategies and decision-making processes.
Talent Management and Employee Well-Being. Talent management remains a critical area of research, particularly in understanding how organizations can attract, develop, and retain top talent in a competitive environment. Researchers explore the impact of talent management practices on employee well-being and organizational commitment, emphasizing the need for organizations to create supportive work environments that prioritize employee health and satisfaction (Guo, 2023). Also see Rack CE.
Organizational Learning and Adaptability. The ability of organizations to learn and adapt in a rapidly changing environment is a key focus of contemporary research. Studies examine the role of leadership in fostering a culture of learning and innovation, enabling organizations to respond effectively to external challenges and opportunities (Domínguez-Escrig & Broch, 2021; Singh & Tiwari, 2019). This includes exploring the mechanisms that facilitate organizational learning and the impact of learning on performance outcomes.
Financial Management and Resource Allocation. Research on financial management in the context of resource stewardship addresses how organizations can optimize resource allocation to achieve strategic objectives. This includes examining the role of financial metrics in decision-making and the importance of aligning financial management practices with broader organizational goals (Eckerd, 2014). Leaders are increasingly tasked with ensuring that financial resources are managed responsibly and transparently.
Technology and Resource Management. The integration of technology into resource management practices is a significant area of study. Researchers explore how digital tools and data analytics can enhance decision-making, improve efficiency, and facilitate knowledge sharing within organizations (Pusvitasari, 2021). This area emphasizes the need for leaders to be technologically adept and to leverage technology to optimize resource management. Also see Rack CD.
Cultural Competence and Diversity Management. As organizations become more diverse, research on cultural competence in resource management is gaining importance. Studies investigate how leaders can effectively manage diverse teams and foster an inclusive organizational culture that values different perspectives and experiences (Knap-Stefaniuk, 2020; Fotso, 2022). This includes exploring the impact of diversity on innovation and performance.
Some Foundational Resources
These are books or articles that could (by some) be considered important and useful in the areas of knowledge, talent, and financial management. The below might represent a useful initial reading list on their historical development, technological underpinnings, and socioeconomic impacts –but your perspectives may differ. Feedback is welcome.
Barney & Clark, The Resource-Based View of the Firm. This 2007 book provides a useful overview of the Resource-Based View (see above) that Barney originally advanced in 1991.
Ikujiro Nonaka, “A dynamic theory of organizational knowledge creation,” Organization science. Ikujiro Nonaka is a well-renowned scholar of knowledge management theory and this is but one of his better-known works. This article presents his SECI model (Socialization, Externalization, Combination, and Internalization) of knowledge management that is useful for understanding how knowledge is created and shared in organizations.
Michaels, Handfield-Jones, & Axelrod, B., The war for talent. There are so many books on talent management, it is difficult to choose one, but this is probably one book that captures the current competitive spirit surrounding talent — both in determining what constitutes “talent” to begin with (the “A” players, and to a lesser extent the “B” players) but also filtering out those who constitute a drag on the firm (the “C” players).
Related TAOP Episodes, Events, and Notes
121: Rhetoric vs. Reality — Mark Zbaracki
101: The Motivation to Work — Frederick Herzberg
79: Labor Relations – Jane Addams
Reflections on the “Human Capital Hoax”
Centralization and the Inefficient Quest for Efficiency
Milton Hershey and an Organization’s Commitment to its Members
36: The Human Capital Hoax – Employment in the Gig Economy
24: Learning by Knowledge-Intensive Firms — Bill Starbuck
19: Carnegie Mellon Series #2 – Exploration and Exploitation of Knowledge
Available Resource Pages
Aisle C – Management Topics
Rack CA – Organizational Agility & Adaptability
Rack CD – Digital Transformation and Future of Work
Rack CE – Employee Well-Being & Mental Health
Rack CI – Inequality and Justice
Rack CL – Leadership in the 21st Century
Rack CR — Resource Management
Rack CS – Sustainability and Corporate Social Responsibility (CSR)
Rack CW – Meaningful Work
References
Ahmad, Y. and Khan, M. (2022). How business strategy drives human resource practices in small and medium enterprises? evidence from pakistani autoparts industry. International Journal of Organizational Analysis, 31(7), 2866-2888. https://doi.org/10.1108/ijoa-03-2022-3207
Alhashimi, H., Hindia, M., Dimyati, K., Hanafi, E., Safie, N., Qamar, F., … & Nguyễn, Q. (2023). A survey on resource management for 6g heterogeneous networks: current research, future trends, and challenges. Electronics, 12(3), 647. https://doi.org/10.3390/electronics12030647
Anlesinya, A. and Susomrith, P. (2020). Sustainable human resource management: a systematic review of a developing field. Journal of Global Responsibility, 11(3), 295-324. https://doi.org/10.1108/jgr-04-2019-0038
Barney J. B. & Clark, D. N. (2007). The Resource-Based View of the Firm. Oxford University Press.
Barney, J., Ketchen, D., & Wright, M. (2011). The future of resource-based theory. Journal of Management, 37(5), 1299-1315. https://doi.org/10.1177/0149206310391805
Becker, G. (1993/1964). Human capital: a theoretical and empirical analysis, with special reference to education (3rd ed.). Chicago: The University of Chicago Press.
Berber, N., Đorđević, B., & Milanović, S. (2018). Electronic human resource management (e-HRM): А new concept for digital age. Strategic Management-International Journal of Strategic Management and Decision Support Systems in Strategic Management, 23(2).
Coculova, J., Svetozarovová, N., & Bertová, D. (2020). Analysis of factors determining the implementation of talent management. Marketing and Management of Innovations, (3), 249-256. https://doi.org/10.21272/mmi.2020.3-18
Curado, C., & Bontis, N. (2006). The knowledge-based view of the firm and its theoretical precursor. International Journal of Learning and Intellectual Capital, 3(4), 367-381.
Domínguez-Escrig, E. and Broch, F. (2021). Leadership for sustainability: fostering organizational learning to achieve radical innovations. European Journal of Innovation Management, 26(2), 309-330. https://doi.org/10.1108/ejim-03-2021-0151
Eckerd, A. (2014). Two approaches to nonprofit financial ratios and the implications for managerial incentives. Nonprofit and Voluntary Sector Quarterly, 44(3), 437-456. https://doi.org/10.1177/0899764013518845
Eisenhardt, K. M. (1989). Agency theory: An assessment and review. Academy of management review, 14(1), 57-74.
Falát, L., Michalová, T., Madzík, P., & Maršíková, K. (2023). Discovering trends and journeys in knowledge-based human resource management: big data smart literature review based on machine learning approach. Ieee Access, 11, 95567-95583. https://doi.org/10.1109/access.2023.3296140
Fotso, G. (2022). Differences between senior human resources managers and young millennials leaders on the perceived required leadership competencies for the 21st century. Journal of Human Resource Management, 10(1), 5. https://doi.org/10.11648/j.jhrm.20221001.12
Gigauri, I. (2020). Influence of covid-19 crisis on human resource management and companies’ response: the expert study. The International Journal of Management Science and Business Administration, 6(6), 15-24. https://doi.org/10.18775/ijmsba.1849-5664-5419.2014.66.1002
Graha, A., Sudiro, A., & Ratnawati, K. (2019). The role of knowledge management in organizational performance: case study of university of malang, indonesia. Problems and Perspectives in Management, 17(1), 230-243. https://doi.org/10.21511/ppm.17(1).2019.20
Grant, R. (1996). Towards a knowledge-based view of the firm, Strategic Management Journal, 17, 109–122.
Guo, X. (2023). The relationship between human resource management and organisational performance in universities combining multiple linear regression. Applied Mathematics and Nonlinear Sciences, 9(1). https://doi.org/10.2478/amns.2023.2.00977
Hameed, Z., Khan, I., Islam, T., Sheikh, Z., & Naeem, R. (2020). Do green hrm practices influence employees’ environmental performance?. International Journal of Manpower, 41(7), 1061-1079. https://doi.org/10.1108/ijm-08-2019-0407
Homans, G. C. (1958). Social behavior as exchange. American journal of sociology, 63(6), 597-606.
Ismail, S. (2024). Towards 6g technology: insights into resource management for cloud ran deployment. Iot, 5(2), 409-448. https://doi.org/10.3390/iot5020020
Khan, M. and Muktar, S. (2021). What’s next for green human resource management: insights and trends for sustainable development. International Journal of Sustainable Development and Planning, 16(1), 181-194. https://doi.org/10.18280/ijsdp.160119
Kaplan, R., & Norton, D. (1996). Using the Balanced Scorecard as a Strategic Management System. Harvard Business Review (January–February): 75–85.
Kim, T. (2016). Human resource management, organizational performance, and publicness: the case of korean higher educational institutions. The Korean Journal of Policy Studies, 31(2), 41-69. https://doi.org/10.52372/kjps31203
Knap-Stefaniuk, A. (2020). The role of leadership in managing multicultural teams. polish managers’ point of view: preliminary research. Studia Paedagogica Ignatiana, 23(3), 43. https://doi.org/10.12775/spi.2020.3.002
Kusumaningrum, D. (2024). Organizational planning and business human resource management: a systematic qualitative review. BIREV, 2(3), 28-37. https://doi.org/10.61292/birev.110
Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organization science, 5(1), 14-37.
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Malatesta, D. and Smith, C. (2014). Lessons from resource dependence theory for contemporary public and nonprofit management. Public Administration Review, 74(1), 14-25. https://doi.org/10.1111/puar.12181
Meri, M. (2020). New trends in hrm & knowledge management in the health sector beyond covid-19 – a practical model. Business Excellence and Management, S.I.(1), 5-21. https://doi.org/10.24818/beman/2020.s.i.1-01
Pusvitasari, R. (2021). Human resources management in improving the quality of education. Al-Tanzim Jurnal Manajemen Pendidikan Islam, 5(2), 125-135. https://doi.org/10.33650/al-tanzim.v5i2.2549
Rehman, S., Bresciani, S., Ashfaq, K., & Alam, G. (2021). Intellectual capital, knowledge management and competitive advantage: a resource orchestration perspective. Journal of Knowledge Management, 26(7), 1705-1731. https://doi.org/10.1108/jkm-06-2021-0453
Sahu, S. & Satpathy, B. (2024). A bibliometric and meta analysis on green human resource management for sustainable practices. European Economic Letters, 14(1), 176-196. https://doi.org/10.52783/eel.v14i1.1013
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Singh, K. (2004). Impact of hr practices on perceived firm performance in india. Asia Pacific Journal of Human Resources, 42(3), 301-317. https://doi.org/10.1177/1038411104048170
Sirmon, D., Hitt, M., Ireland, R., & Gilbert, B. (2010). Resource orchestration to create competitive advantage. Journal of Management, 37(5), 1390-1412. https://doi.org/10.1177/0149206310385695
Thathsara, A. and Sutha, J. (2021). Investigating the influence of e-hrm practices on organizational performance: the mediating role of organizational agility (with special reference to financial institution). International Journal of Engineering and Management Research, 11(1), 1-8. https://doi.org/10.31033/ijemr.11.1.1
Turulja, L. and Bajgorić, N. (2018). Information technology, knowledge management and human resource management. Vine Journal of Information and Knowledge Management Systems, 48(2), 255-276. https://doi.org/10.1108/vjikms-06-2017-0035
Wenger, E. (1998). Communities of practice: learning, meaning, and identity. New York: Cambridge University Press.
Jump to: Importance | Challenges | Relevant Streams | Research Areas | Foundational Texts | TAOP Episodes | References
Rack CR (Resource Management): Knowledge Generation & Retention | Human Capital Management | Talent Management | Fiscal Responsibility & Stewardship
Aisle C (Topics and Issues): Agility and Adaptability (CA) | Digital Technologies (CD) | Employee Well-Being (CE) | Inequality & Justice (CI) | 21st Century Leadership (CL) | Resource Management (CR) | Sustainability (CS) | Meaningful Work (CW)
Resources: Main Page | Research Methods (A) | Major Theories (B) | Issues and Contemporary Topics (C) | Professional Education (D)