A Comparison of Knowledge Management in Five International Organisations
Discussion of the HR issues related to the practice of knowledge management based on research in five international organisations.
||Knowledge Management, Multinational Enterprises, Human Resource Management
International Journal of Knowledge, Culture and Change Management, Volume 6, Issue 6, pp.47-54.
Article: Print (Spiral Bound).
Article: Electronic (PDF File; 1.900MB).
Having graduated with a degree in Economics and Politics, worked for 20 years in industry, in both line management and HR functional roles. Since 1984 has been at the University of Salford as lecturer and then Senior Lecturer in HRM. Teaching has focussed on HR policies and International HRM. Main research interest has been HRM in multinationals, but has also done collaborative work in other HR areas. Has published on HR policies in MNEs. Is interested in the potential convergence of HRM, and in understanding the balance that organisations have to achieve between recognised standard management practice, and the innovative ideas that secure competitive advantage.
A Mechanical Engineering graduate working in industry, an interest grew in people management and performance improvement in particular, so a transfer was obtained into the HR function. For an international electronics organisation, a focus developed on work-based learning and the subsequent transfer of that learning beyond local boundaries. This has been built upon in his present role, HR Manager for a UK based Engineering consultancy, and became the subject of his dissertation within a Masters Degree in HRM at Salford University.
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