The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Issue
Volume 15 Issue 3, Linking Theory and Practice in Intellectual Capital / Oct 2017  pp145‑212

Editor: Dr. Ilídio Tomás Lopes, Dr. Rogério Marques Serrasqueiro

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Editorial for the Special Issue on Linking Theory and Practice in Intellectual Capital  pp145‑146

Dr. Ilídio Tomás Lopes, Dr. Rogério Marques Serrasqueiro

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Intellectual Capital and Value Co‑Creation: an Empirical Analysis from a Marketing Perspective  pp147‑158

Marco Valerio Rossi, Domitilla Magni

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Building Intellectual Capital for Sustainable Development: Combining Local Wisdom and Advanced Knowledge  pp159‑169

Roland Bardy, Arthur Rubens, Paul Eberle

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Chief Knowledge Officers and Other Knowledge Management Executives Effect on Strategic Intent, Intellectual Capital Generation, and Firm Performance? An Empirical Research Study of Chief Knowledge Officers and Knowledge Executives in the USA  pp170‑182

Harold Dennis Harlow

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Who’s on Stage? The Roles of the Project Sponsor and of the Project Leader in IC Reporting  pp183‑193

Maria Serena Chiucchi, Marco Giuliani

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Achieving HR Function Consistency as a Challenge for HR Practitioners in Project‑oriented Organizations  pp194‑203

Katarzyna Piwowar-Sulej

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Abstract

In order to maintain a business competitive advantage managers have to make continuous efforts aimed at either introducing new or developing the existing products and processes. Many enterprises implement the so‑called project‑oriented approach. The enterprises following such an approach are referred to as project‑oriented organizations. A project and an organization cannot exist without people. Human capital is developed in the process of HR function fulfillment (R&S, training, HR appraisal, remuneration and HR flow). In every enterprise, which implements the projectoriented approach and uses the matrix structure, HR function takes a two‑way course: in an organization‑wide perspective (general HR function) and within the framework of a particular project (HR function in projects). The objective of the article is to answer the following research questions: Q1: What kind of gaps occur in the area of HR function internal consistency within the analyzed organizations? Q2: What is the desired role of HR practitioners in project‑oriented organizations? The article presents the results of empirical studies carried out in 2014 and 2015 in 100 project‑oriented organizations. The surveyed organizations present higher general HR function consistency than the HR function in projects. Moreover, some gaps in consistency between both HR function courses were indicated. The obtained results of empirical studies provide knowledge about the specificity of project‑oriented organizations and the desired role of HR practitioners. 

 

Keywords: HRM, HR function, project-oriented organization, HR practitioners, HR business partner

 

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Authentic Leadership and Psychological Capital: The Impact on Egyptian Employees' Work Well Being  pp204‑212

Aya Maher, Heba Samir Mahmoud, Salma El Hefny

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