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The Role of Human Resource Development in Continuous Improvement: Facilitating Learning and Change
12 references·0 citing·41 second hop
The Role of Human Resource Development in Continuous Improvement: Facilitating Learning and Change (2005)The Role of Human Resource Development in…Process management practices and quality systems standards (2003)Process management practices …The role of intelligent resources in knowledge management (2001)The role of intelligent resou…Knowledge and continuous innovation (2001)Knowledge and continuous inno…The Factory as a Learning Laboratory (2000)The Factory as a Learning Lab…Socially constructed learning: a commentary on the concept of the learning organisation (1999)Socially constructed learning…Continuous improvement: the ten essential criteria (1999)Continuous improvement: the t…What's wrong with strategy? (1998)What's wrong with strategy?The Knowledge-Creating Company (1998)The Knowledge-Creating CompanyThe Concept of “Ba”: Building a Foundation for Knowledge Creation (1998)The Concept of “Ba”: Building…The Knowledge-creating company: How Japanese companies create the dynamics of innovation (1997)The Knowledge-creating compan…High-involvement innovation through continuous improvement (1997)High-involvement innovation t…Organizational culture and leadership (1993)Organizational culture and le…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Reengineering the corporation: A manifesto for business revolution (1993)Working knowledge: how organizations manage what they know (1998)Overcoming barriers to sustainable implementation of the ISO 9001 system (2007)ISO 9001:2000 in the Egyptian manufacturing sector: perceptions and perspectives (2008)European Foundation for Quality Management Business Excellence Model (2010)Beyond Total Quality Management: Toward The Emerging Paradigm (1994)Audit and self‐assessment in quality management: comparison and compatibility (2001)Kaizen events and organizational performance: a field study (2008)A Review of Contributing Factors and Challenges in Implementing Kaizen in Small and Medium Enterprises (2016)“Sticky Information” and the Locus of Problem Solving: Implications for Innovation (1994)Knowledge Management: An Organizational Capabilities Perspective (2001)Review : Knowledge Management and Knowledge Management Systems: Conceptual Foundations And Research Issues1,2 (2001)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)A Dynamic Theory of Organizational Knowledge Creation (1994)Situated Learning: Legitimate Peripheral Participation. (1994)Motivation, Knowledge Transfer, and Organizational Forms (2000)Behavioral Intention Formation in Knowledge Sharing: Examining the Roles of Extrinsic Motivators, Social-Psychological Forces, and Organizational Climate1 (2005)Perspective—Tacit Knowledge and Knowledge Conversion: Controversy and Advancement in Organizational Knowledge Creation Theory (2009)The fifth discipline, the art and practice of the learning organization (1991)ASSESSING THE WORK ENVIRONMENT FOR CREATIVITY. (1996)Intellectual capital: The new wealth of organizations (1998)Decision support through knowledge management: the role of the artificial intelligence (2003)Knowledge management process effectiveness: measurement of preliminary knowledge management implementation (2009)Knowledge management practices and enablers in public universities: a gap analysis (2013)An Evolutionary Theory of Economic Change. (1983)Japanese Manufacturing Techniques: Nine Hidden Lessons in Simplicity (1983)Developing strategic continuous improvement capability (1999)Relationships between innovation stimulus, innovation capacity, and innovation performance (2006)Dynamic Capabilities: An Exploration of How Firms Renew their Resource Base (2009)Toward a knowledge‐based theory of the firm (1996)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)The Commitment-Trust Theory of Relationship Marketing (1994)Theoretical Justification for IT Infrastructure Investments (2001)Are German, Japanese and Anglo‐Saxon Strategic Decision Styles Still Divergent in the Context of Globalization?* (2005)Convergence of Management Practices in Strategy, Finance and HRM between the USA, Japan and Germany (2006)Manufacturing strategy (2001)Strategy, human resource management and performance: Sharpening line of sight (2011)From Entrepreneurial Orientation and Learning Orientation to Business Performance: Analysing the Mediating Role of Organizational Learning and the Moderating Effects of Organizational Size (2012)
this work references cited by second hop

References

  • 1993Organizational culture and leadership16,462 cited
  • 1998The Knowledge-Creating Company14,621 cited
  • 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation13,156 cited
  • 1998The Concept of “Ba”: Building a Foundation for Knowledge Creation4,560 cited
  • 1997High-involvement innovation through continuous improvement485 cited
  • 2000The Factory as a Learning Laboratory432 cited
  • 1999Continuous improvement: the ten essential criteria207 cited
  • 2003Process management practices and quality systems standards129 cited
  • 1998What's wrong with strategy?110 cited
  • 2001The role of intelligent resources in knowledge management90 cited
  • 2001Knowledge and continuous innovation88 cited
  • 1999Socially constructed learning: a commentary on the concept of the learning organisation62 cited

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