Received 30 August 2012; received in revised form 16 January 2013; accepted 22 January 2013
Conceptualizing knowledgeleadershipand customer knowledge management (CKM) in the project context is still rudimentary. Thus, the ﬁrst objective of this study is to assess the associations among knowledgeleadership, customer knowledge management, the performance of a precision instrument sales (PIS) project, andorganizationalperformance. The second objective is to determine whether projectperformance may mediate the effect of customer knowledge management on organizationalperformance. The third objective is to examine the moderating role of data complexity in the relationship between customer knowledge management andprojectperformance. This study empirically investigated a sample of precision instrument sales projects in Taiwanese high-tech industry. The ﬁndings indicate that adoption of knowledgeleadership is associated with customer knowledge management. In addition, these analyses suggest that implementation of customer knowledge management inﬂuences organizationalperformance via project performance. The results also show that the positive relationship between customer knowledge management andprojectperformance depends on data complexity.
Although Taiwan isn’t located at the core of financial tsunami, but many company have bought Lehman Brother and other company’s structured note. Therefore, financial institution and its clients were influenced In Taiwan, financial industry may effect Taiwan’s economic. In Taiwan, financial industry is very important. They are many industry rely on financial institution to survive. Financial industry is the engine for economic growth hence if we have financial crisis it will have huge impact to other industries. There are three major genres for global financial crisis. First, it’s all about human frailty. But there’s a whole world of explanations that it’s the predatory instincts. The delusion of investors and the greed and all the rest of it. The second genre is that there are institutional failures. Regulators were asleep at the switch. We look at the institutional level and say that has failed and that has to be reconfigured. The third genre is to say, everybody was obsessed with a false theory. They read too much Hayek and believe in the efficiency of markets. And it’s time we actually got back to something like Keynes. Or we took seriously Hyman Minski’s theory about the inherent instability of financial activities. Out of this comes a theory which is very, very important that Capitalism never solves its crisis problems. It moves them around geographically and what we’re seeing right now is a geographical movement of that. In order to fully explore the global financial crisis. A KMS system influence model was build in this study.
Keywords: leadership, projectperformance, teamwork, SEM (Structural Equation Modeling), stakeholder satisfaction
In the highly competitive construction industry, top companies are constantly searching for proven practices that offer a com- petitive advantage. These companies generally avoid practices that do not provide proven added value. Several studies have shown that the role of a project manager is critical toproject success. Green (2005) showed that an effective project leader is good at managing relationships across organizational functions and boundaries to break through organization inertia and bu- reaucracy. Sauer (1993) suggested that non-technical factors such as management, organization, and culture are associated with project success. Prior studies have shown that managing relationships is critical toproject success (Acharya et al., 2006a;
advantage from teamwork has resulted in a manager's reluctance to adopt different leadership styles.
Some project managers develop a particular leadership style in an attempt to achieve the goals of a project. These project managers are also examining teamwork for ways toimproveproject success. However, since the benefits of leadership behaviors can be rather intangible, this has slowed or prevented the implementation of leadership theories. Accordingly, the impact of leadership behaviors on projectperformance has been one of the major issues for both industry and academic fields (Keller, 1992;
Incorporations and organizations nowadays are executing more and more projects because of the intense competition resulting from globalization. A project in a company organizes a crucial team to solve some specific issues. The project manager is the key figure in such teamwork, and the leadership of project manager and the culture of organization all matter when it comes to the projectperformance This study aims to investigate the correlations among the leadership of project manager, the culture of organization and the performance of project. We look into whether the leading style of project manager imposes significant influence on the projectperformanceand whether the culture of organization interferes with the leading behavior of project manager and the performance. The study is targeted at those who have participated in projects. Questionnaires are utilized for this study purpose, with 313 distributed and 260 of effective ones collected. The results are listed as follows. Paternalistic, benevolent, and moral leading styles present an eminent positive relationship with the projectperformance, while authoritative leadership reveals an obvious negative relationship with the projectperformance. Only the bureaucratic culture of organization causes interference on the relationship between paternalistic leadershipandprojectperformance.
Base on importance of social capital theory ,the present study investigates the interpersonal relationship will become deeply through trust and reciprocity , in organization , staffs can develop their trust and reciprocity through long-term investment and management . Through trust , the staffs will be willing to share their knowledgeto their director and their coworker . In organization , the behavior of sharing knowledge will improve job performance . Through sampling from Chunghwa Telecom company , the study tried to take different aspects – organizational trust andknowledge sharing to job performance . The main purpose of this study is to realize that whether job performance will be influenced by organizational trust andknowledge sharing , and if knowledge sharing will be an intermediary effect between organizational trust and job performance . The thesis used SPSS 10.0 software to take all hypothesis . The conclusion are below : organizational trust has positive effect on knowledge sharing , knowledge sharing has positive effect on job performance , organizational trust has positive effect on job performanceandknowledge sharing has an intermediary effect between organizational trust and job performance . Based on the results generated , there are some implications and suggestions will be offered for practices and academic field .
which a project team requires while conducting a mobile phone de- velopment process. KF designers build the BKF based on the mobile phone development process, as shown in Fig. 1. They consult domain experts to identify important knowledge-needs and seek proper knowledge concepts in domain ontology for the purpose of building the BKF to represent these knowledge-needs. The participants of the mobile phone development team work for different departments and play different roles in the team. For example, a sourcing planner role performs the logistics of parts outsourcing and a sourcing depart- ment manager role evaluates projectperformanceand the sourcing planner role's productivity. The sourcing department manager role is responsible for communicating with the project manager about the project status and outsourcing strategy, as well as appraising the performance of the sourcing planner role. Therefore, KF designers can generate a role-based VKF from the BKF to represent the sourcing department manager role's knowledge-needs to support task execu- tion. The following discussion illustrates the process used to generate the role-based VKF. First, the BKF and the relevance degrees between the sourcing department manager role and the BKNs are obtained by the approach described in Section 4.2. The BKF in Fig. 13 includes eight BKNs, k 0 to k 7 . Each BKN contains multiple knowledge concepts and has distinct operation relevance degrees to r, herein; r stands for the sourcing department manager role.
Nowadays, due to the high level of competition among people, classmates, coworkers, universities and organizations, it is becoming very difficult to observe trust between people from the same company or organization. In this regard, people will tend to hind information, data and any other tools that could put that in the best position for their own competitive advantage. By not having trust inside the organization and not sharing the knowledge between people will tend to decrease the performanceand the competitive advantage of the organizational learning. Nevertheless, it is important for all those involved in the organization to learn and create new knowledge in order to maintain andimprove the performance of all those in the organization, including the organization itself. From knowledge management theories, organizational satisfaction is one of the result of the service provided by the organization to those in which are enrolled. High level of satisfaction is the result of many factors such as organizational trust, knowledge sharing andorganizational learning. In this regard, this study examined students from different financial support in their universities as they have different privileges and support.
Earned value management synchronous integration of the concept of cost and duration. Implementation of the projectto measure the performanceand monitoring. At the same time, managers can simultaneously resolve the cost and time management difficulties.
Lipke(2003) import time point proposed the concept of earned schedule(ES). Performance indicators can reflect the real situation of project. Enhance the forecasting ability of the project completion time, but earned value management most focus on the cost field of project. Show insufficient for research of project duration forecasting.
We live in the era of globalization, an era where a call can be made from Asia and received in Africa at virtually no cost thanks to the internet and advances in telecommunications. An era where markets have merged and have become more aggressive, and where companies, in order to stay competitive, try to hire the most qualified employees from all across the globe. Due to this new trend, companies must provide their employees with conditions that allow them to achieve their full capabilities in order to be more profitable. Nevertheless, this creates issues, since there are so many different options when picking a strategy to obtain innovation and optimal business performance, with so many factors that may influence the results. Thus, this study examined and analyzed the effects of organizational trust, knowledge sharing, andknowledge creation on innovation and business performance of Taiwanese high technology company employees. A quantitative study was implemented and statistical analysis tested the relationship of said variables. The study used Statistical Package for the Social Sciences (SPSS) and Partial Least Squares (PLS), as tools to analyze the collected data, this study includes the descriptive statistics, path coefficients, coefficient of determination (R 2 ), bootstrapping, t-value, Composite Reliability results, Cronbach’s Alpha, correlation, average variance extracted (AVE), Standardized Root Mean Square Residual, Fornell-Larcker Criterion and Heterotrait-Monotrait Ratio. The data for this study was collected from employees of high technology companies in Taiwan. The results of this study showed that there is a strong and positive significant relationship between organizational trust andknowledge sharing, organizational trust andknowledge creation, , knowledge creation andknowledge sharing, knowledge creation and innovation, innovation and business performance, a weak correlation between organizational trust and business performanceand finally with regards toknowledge sharing and innovation, the results showed that there was not a significant correlation between the two variables, this was explained because in order to protect their confidentiality, departments don’t usually share their information with others unless strictly required and get their innovation process trough knowledge creation.
Liu and Tsai  proposed [CSBM-CW] model which is used to maximize the aggregate efﬁciency score of the GDM.
The two decision-making levels, the GDM and the DMUs under the GDM, would interpret the primal and dual solutions in different ways. The primal solution provides a set of reallocated values of inputs and outputs to those DMUs as targets toimprove the performance of the GDM. Each DMU would then strive to achieve its deadline targets in the indices during the next operation period. By contrast, the dual solution is a set of common weights of inputs and outputs that is applied to all DMUs. The set of common weights indicates the relative importance among the inputs and outputs, regarding the performance of the GDM in the current period. Therefore, during the next period, DMUs are supposed to meet all their targets but may expend more effort on the indices with higher weights. Finally, several indices would have values beyond the targets. At the end of the next period, the set of common weights is used to measure the performance of DMUs in the following period. The GDM would then re-evaluate the aggregate score for the next period, and set new targets for DMUs in the following period.
However, regression model has some limitations and constraints in the real world practices. This study applied fuzzy regression using neural network (FRNN) to predict organizationalperformance, and the findings indicate that the accuracy rate analysis supported FRNN to be a better method to predict nonlinear variables.
It can be concluded, therefore, that the proposed ICA-NSBM model is likely to be effective for general application.
5.6. Signi ﬁcance test
In order to demonstrate whether the proposed ICA-NSBM model is signi ﬁcantly superior to the NSBM model in evaluating bank's operating performance, the Wilcoxon signed-rank test is applied. This is a com- monly adopted approach for determining whether there is a statistically signi ﬁcant difference between the results of two different models (Zhang, 2001). The test has a well-known characteristic: it does not require that a limiting data-distribution structure be pre-speci ﬁed, and deals with the signs and ranks of the values in relation to the mean value of the objective model. This study employs the Wilcoxon test to estimate the evaluating performance of the two proposed models under different sample horizons. Table 10 presents the Z-statistic values of the two-tailed Wilcoxon signed-rank test for the difference between the ICA-NSBM and NSBM models. Under both sample periods, the pro- posed ICA-NSBM model is signi ﬁcantly different from the proposed NSBM model; the pro ﬁtability stage of the year 2008 and the production stage of the year 2007 are mere exceptions. We can therefore conclude that the proposed model is signi ﬁcantly better than the NSBM model Fig. 2. The corporate-consumer banking performance matrix.
In a knowledge-based economy, knowledge is regarded as the source of personal or organizational power, competitive advantage, and expert power. Thus, knowledge management is crucial to enhance the corporate competitiveness andperformance. The research fields of knowledge management include organizational learning, organizational culture, organizational psychology, organizational management, information management, andknowledge sharing. This study focuses on the relationships among organizational learning, knowledge sharing, andorganizationalperformance, investigates how organizational learning andknowledge in a company affect its organizationalperformance, and further constructs a knowledge management model on organizationalperformance.A total of 281 questionnaires were distributed to life insurance companies, and 240 valid samples were returned; the valid return rate was 85.41%. Results showed that organizational learning has positive effect on knowledge sharing andorganizationalperformance, while knowledge sharing andorganizationalperformance are not positively correlated. In addition, organizational learning measures may certainly transfer to promote business performance.
There was tragic story, but it is an example of basic assumption of person can really drive his action. In the night of February 3, 1999, Diallo from Guinea, 22 years old, living in the poorest neighborhood in New York, went down stair and stood in front of the door. When the group of police officers was patrolling and catching Diallo standing at the street side. Two of them got out of the car and approached to Diallo, then Diallo who was terrified by armed men and his inability to speak fluent English ran back to the door and was chased by those police men. At the door, Diallo put his hand to his jean’s pocket and pull out a black object. Police men fired into him as they thought black object is the gun, indeed it was the wallet (Gladwell, 2012, p.91). I wonder if Diallo had been living at the better place where the criminal records were set lower, would this tragedy had happened. Though US police system proclaimed the values that they don’t discriminate against people in any places and react to any situation radically and thoughtfully. But I think the basic assumption of those police officers who had experienced many bad cases against peoples living there was ingrained that the more sensitivity must be given to those people comparing with less criminal records’ places. So in this case, the deeper assumption activated the quick reaction without going through the radical beliefs and values system, or in other words, the basic assumption of police officer is not congruent with espoused belief and values, resulting to the tragic gun’s fire.
Results: Measurement of preoperative obtained a Score PANSS Positive Scale 13, a Score Scale negative 47, a Score General Pathology 73. Patients were given oral psychiatric therapy Risperidone 1x1 mg and Trihexyphenidyl 2x2mg. Mea- surements obtained a Score after surgery PANSS Positive Scale 17, a Score Scale negative 47, a Score General Pathology 73 Risperidone administration increased to 2x2mg and Trihexyphenidyl 2x2 mg. After this dose increase the patient be- comes calm and cooperative. In preventing urinary tract infections for 19 days, patients were given life skills training, namely: how to care for themselves, maintaining the integrity of the catheter position and report to the nurse if there are any changes or problems related to the urinary catheter and hand hy- giene compliance through procedures for officers. Results of laboratory tests of blood and urine analysis dated 6 October 2014 declared the results within normal limits and no signs of infection.
Project management is applied in new product development and engineering indus-tries widely. How to manage and monitor the project effectively in progress which is the project manager concerns about all the time. The earned value management (EVM) is widely used in the estimation of projectperformanceand the monitoring system. While the schedule Performance index (SPI) can not reflect the real circumstance in the later phase of execution of the project. So we use SPI(t) toimprove the deficiency
Different invention and its process of an organization yield various outputs. The study explores the intermediate effect that sharing knowledgeand team agglomeration bring between authorized leadershipand team achievements. The study collects the data about the team of exclusive leadership from 70 branches of a famous fast-food chain restaurant, and examines various assumptive path relationship using related and linear architecture equations. The result tends to suggest that authorized leadershipand team
Juan & Cheng: Using Extensive Reading with Elementary School Remedial Students
instant assistance whenever necessary. This in some way lowered the affective filter and enhanced learning as Krashen (1985) claimed.
Most of the studies focusing on peer-tutoring or cooperative learning mentioned the benefits instead of the possible pitfalls of such arrangement. However, through this study, we found that reading partnership could either encourage the remedial students to read or impede their reading. For example, JP worked well with his reading partner most of the time. Nevertheless, from the video clips and the reading documents, we found the traces of compromise made between JP and his reading partner, such as reading without following the reading procedure, fabricating reading records, or teasing the other students after they finished their own reading. At other times, the reading partner might be absent, or be dominant in selecting books for the remedial student, or have no intent to read with the remedial student whatsoever. JP in his last interview said that sometimes he would prefer to read alone when he was not in a good mood (TJP-2, January 2, 2008).