This model can serve as a starting point for future research design and can be tested in organizations undergoing various changes.Ī positive culture fosters both job and organizational engagement within an organization. Suggestions for future research are provided with the intent to further academic research in this area. While organizational engagement will have a positive effect on the individual’s ability to adapt to changes, job engagement will have the opposite effect, uncovering potential obstacles to change management in organizations. A model that suggests that a positive work culture enhances employee engagement and in specific cases leads to increased adaptability is developed. The literature on individual adaptability, positive organizational psychology and employee engagement is reviewed. The purpose of this paper is to explore the connections between employee engagement, positive organizational psychology and an individual’s ability to adapt to ongoing organizational change.
Thus, this study provides an outline for future KM studies and increases managerial understanding about the variety of value-creating KM practices. It also adds to the discussion about the potential national peculiarities of KM and provides a novel concept of KM practices, which is tested in a cross-national context. The results will help to determine the similarity of KM practices in four economically and culturally distinct countries. The paper is the first to examine the managerially assessed structure of KM practices in a cross-country context with multi-firm datasets. Researchers and managers are advised to be mindful of the differences in terms of KM practices between the studied countries, and to display a certain cultural sensitivity when approaching KM. This shows that KM practices are socially embedded phenomena, affected by the managers’ institutional and cultural contexts. The findings provide interesting evidence of variation in the managerial assessment of KM practices among countries. Confirmatory factor analysis and principal component analysis are used to test the applicability of the concept in various country contexts. This paper contributes to the emerging discussion on the contextualization of knowledge-oriented research by examining the universality of KM practices.Ī theorized ten-fold conceptualization of KM practices is tested on a sample of 622 firms from four countries (Finland, Spain, China and Russia). Knowledge is a firm’s most valuable resource, and knowledge management (KM), or the ability to leverage knowledge resources, constitutes the base for the firm’s competitive advantages. Finally, the study provides some suggestions for the development of knowledge management practices in the context of libraries and information centres in Bangladesh. The essence of the study is that knowledge management practice in the libraries of Bangladesh has just been started.
About 38% of the respondents never developed knowledge resources for increasing knowledge level and ability among staff and users. Half of the total respondents (50%) were not interested in encouraging staff members in the talent competition in all categories.
This study depicts that a good number of the respondents (25%) never tried to promote knowledge exchange and sharing programmes among staff and users. Data were collected through review of existing literature on knowledge management, and a structured questionnaire designed for a total of 16 libraries including five public university libraries, four private university libraries, six special libraries and one information centre. The main goal of the study is to explore the shortcoming in existing knowledge management practices of some selected academic and special libraries and information centres in Bangladesh in terms of knowledge management activities, human resource management, knowledge innovation-based activities and use of ICT as a tool for knowledge management.
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