Personal Knowledge Management, Leadership Styles, and Organisational Performance: A Case Study of the Healthcare Industry in Thailand

Personal Knowledge Management, Leadership Styles, and Organisational Performance: A Case Study of the Healthcare Industry in Thailand

Paperback(2015)

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Overview

Personal Knowledge Management, Leadership Styles, and Organisational Performance: A Case Study of the Healthcare Industry in Thailand by Vissanu Zumitzavan, Jonathan Michie

This book presents unique management perspectives from Thailand’s Healthcare Industry. It focuses on the areas of Personal Knowledge Management, Leadership Styles and Organisational Performance. The book highlights the various business challenges that organisations face in the context of globalisation, which itself has produced new opportunities and difficulties alike. In addition, it also elaborates on how even large organisations with strong histories can no longer compete unless they are willing to adapt to changing conditions. Demonstrating how transferring and encouraging knowledge within an organisation can generate approaches that promote its continuing success, the book mainly focuses on the perspective of the Resource Based View, a broadly recognised method for maintaining the competitive advantages of an organisation. It also stresses the importance of making the most use of organisational resources. The book offers a valuable reference work, not only for practitioners and academic researchers in the fields of Business & Management but also for students taking Leadership Management, Organisational Learning and Organisational Performance Appraisal courses, serving as a sourcebook for the principles of successful management.

Product Details

ISBN-13: 9789812874375
Publisher: Springer Singapore
Publication date: 02/26/2015
Series: SpringerBriefs in Business
Edition description: 2015
Pages: 74
Product dimensions: 6.10(w) x 9.25(h) x 0.01(d)

About the Author

Dr. Vissanu Zumitzavan applies statistics in quantitative and qualitative research methodologies to investigate academic research focused on both profit and non-profit organisations. He is currently a lecturer at The College of Local Administration, Khon Kaen University, Khon Kaen, Thailand – the first university established in Northeastern Thailand and remains the oldest and largest university in the region. In addition, he is an expert on the Statistical Package for Social Science (SPSS) and Structural Equation Modelling (SEM). Since he has completed his PhD thesis based on Mixed Methods triangulated by both quantitative and qualitative research methodologies, he has accomplished advantages to transfer his knowledge to investigate business fields. Furthermore, he has been sponsored by the Royal Thai Government to investigate research specific to the business sector. His areas of interests are related to Learning Styles, Leadership Styles, Organisational Learning and Organisational Performance.

Dr Jonathan Michie is Professor of Innovation & Knowledge Exchange at the University of Oxford where he is Director of the Department for Continuing Education and President of Kellogg College – the University’s largest and most international graduate college. Michie is a Fellow of the Academy of Social Sciences, serves on the Academy’s Council, chairs its Audit & Risk Management Committee, serves on the editorial board of its journal, Contemporary Social Science (for whom he is currently editing a special issue on innovation) and co-edited (with Professor Sir Cary Cooper) the Academy’s book on Why the Social Sciences Matter (Palgrave Macmillan 2015). Michie has authored or edited thirty books and over 150 articles, chapters or Reports, mostly in the areas of innovation, Human Resource Management, governance, mutuals and economic and corporate policy.

Table of Contents

Chapter 1: Introduction.- Chapter 2: Literature Review and Conceptual Framework.- Chapter 3: Research Methodology.- Chapter 4: Discussion of Research Findings.- Chapter 5: Implications of Research Findings.- Chapter 6: Conclusion.- Bibliography.- Appendices.

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