|
on Knowledge Management and Knowledge Economy |
|
Issue of 2024–12–09
four papers chosen by Laura Nicola-Gavrila, Centrul European de Studii Manageriale în Administrarea Afacerilor |
| By: | Durgesh Nandini; Simon Bloethner; Mirco Schoenfeld; Mario Larch |
| Abstract: | Understanding the complex dynamics of high-dimensional, contingent, and strongly nonlinear economic data, often shaped by multiplicative processes, poses significant challenges for traditional regression methods as such methods offer limited capacity to capture the structural changes they feature. To address this, we propose leveraging the potential of knowledge graph embeddings for economic trade data, in particular, to predict international trade relationships. We implement KonecoKG, a knowledge graph representation of economic trade data with multidimensional relationships using SDM-RDFizer, and transform the relationships into a knowledge graph embedding using AmpliGraph. |
| Date: | 2024–10 |
| URL: | https://d.repec.org/n?u=RePEc:arx:papers:2410.19835 |
| By: | Wilson, Anna; Bajka, Scherwin M. (University of St.Gallen, Switzerland) |
| Abstract: | The rise of the knowledge economy has created new and higher skill demands on the labour market, posing challenges collective skill formation systems, traditionally catering to manual, mid-level skills. We examine how firms involved in apprentice training experience skill provision challenges in the knowledge economy, engaging with the political economy literature and with scholarship on ‘skill gaps’ and ‘skill shortages’. We explore factors predicting firms’ skill provision concerns, using novel survey data with over 1’650 participating Swiss training firms. Our findings lend support for scholarship emphasizing the primacy of digitalization and upskilling for a good adaptation to the knowledge economy, also in the context of dual vocational education and training systems. However, we identify issues of ‘skill gaps’ for firms in high-digitalized occupational fields, where the increasing attractiveness of general education at the expense of vocational education and training, and a lacking quality of applicants are prevalent. For firms in lower digitalized occupational fields, on the other hand, ‘skill shortage’ problems such as a loss of occupational popularity dominate. |
| Date: | 2024–10–29 |
| URL: | https://d.repec.org/n?u=RePEc:osf:osfxxx:qjpz5 |
| By: | Cettolin, Elena (Tilburg University, School of Economics and Management); Cole, Kym; Dalton, Patricio (Tilburg University, School of Economics and Management) |
| Date: | 2024 |
| URL: | https://d.repec.org/n?u=RePEc:tiu:tiutis:d9fa5424-4f53-4e02-8cb2-cb4f98c148c9 |
| By: | Goran Luburić (Zagreb School of Business, Croatia Author-2-Name: Tanja Grmuša Author-2-Workplace-Name: Zagreb School of Business, Croatia Author-3-Name: Dijana Vuković Author-3-Workplace-Name: Business economics, Integrated marketing Communication University North, Croatia Author-4-Name: Author-4-Workplace-Name: Author-5-Name: Author-5-Workplace-Name: Author-6-Name: Author-6-Workplace-Name: Author-7-Name: Author-7-Workplace-Name: Author-8-Name: Author-8-Workplace-Name:) |
| Abstract: | " Objective - Managing organizations is a complex set of activities requiring various skills and knowledge. Changes in the working environment conditioned by the development of new technologies accelerated digitization, focus on profit and sustainability, the need for continuous networking, and generational differences are just some of the factors that strongly influence the perception of work and responsibility towards oneself and others. Influenced the change of the managerial and communication paradigm in which control (of work, productivity, information) is no longer the only goal but the aspiration to guide the individual in achieving his own goals and finding a balance. Recently, more and more people are talking about the importance of possessing soft skills in managers, which are important for the working environment and organizational climate. People are the greatest asset of any organization, and their loyalty to the organization depends on their identification with the values and the role they play in the team. Communication about roles and expectations is an often neglected factor that strongly affects the quality of interpersonal relationships. Methodology/Technique - Managers play a key role in managing human resources, training them in communication skills has never been more important. The aim of the paper is to examine the self-perception of soft skills in a convenient sample of Croatian managers to understand their awareness of the possibilities of influencing human resources management. A quantitative approach was used to investigate the self-perception of the competencies of Croatian managers through a survey of a purposive sample of 358 Croatian managers. Finding - The survey included questions about one's perception of one's own soft skills, including communication skills, emotional intelligence, teamwork, and the ability to resolve conflicts. The research results showed that Croatian managers highly value soft skills, especially in the areas of communication and teamwork. However, certain weaknesses, such as conflict resolution and emotional intelligence, were also identified. Novelty - The research results indicate a positive correlation between leadership motivation and effective cooperation. Investing in the development of soft skills can significantly contribute to improving the efficiency and success of Croatian companies. Type of Paper - Empirical" |
| Keywords: | Soft Skills, Human Resources Management, Competences, Communication, Managers. |
| JEL: | M2 M12 M14 M21 A31 |
| Date: | 2024–09–30 |
| URL: | https://d.repec.org/n?u=RePEc:gtr:gatrjs:gjbssr654 |