Issue #1 (Volume 3 2019)

The aim of this paper is to present a theoretical reflection and results of a pilot study research on intergenerational management in the group of participants of Centrum Integracji Społecznej (later called: Social Integration Centre) in Jeleśnia who underwent job reintegration and can socially improve the social potential of internal security. The concept of national identity and intergenerational awareness in terms of ensuring the social security potential of the country depends in reintegration groups on the broadly understood level of diversity of the team. An important feature of intergenerational management in socially reintegrated groups is situational awareness, mutual respect and a sense of group unity with the leader and vice versa. The mere fact that intergenerational management in relation to security management, the essence of which is to ensure social security potential, is becoming an indispensable issue from a practical point of view (Cf. Ponomarenko & Khudolei, & Prokopenko, & Klisinski, 2018). On the other hand, however, research in the area of management, which is also in the humanities area (Kostera, 2005, 2015), makes it possible to discover new methods and opportunities for the development of social security potential through intergenerational cooperation based on the methods of social education philosophy The article therefore has a quasi-empirical and interdisciplinary nature, as it uses terminology, concepts and thematic scope from the fields of management, security, and elements of upbringing studies.

Some American economists have contemplated taking a visiting academic post at a Chinese University. This article is to help inform an American economist what some facets of the experience may be like. There is a literature review, which includes the work of Gregory Chow who was one of the most influential economists, who ascertained the economic education needs of China, once Deng Xiaoping wished to implement a much less Maoist economic model. The experience of an American economist who was a visiting faculty member in China for almost twelve years serves as the basis of this story. The results of this article several cities in China have produced an outlook of what contemplating American faculty to be mindful of. One can learn a lot through assignments in China. Knowing how to convey a respectful attitude towards Chinese will usually increase the respect the Chinese show visiting American economics faculty.

The role of knowledge management as a strategic intervention in higher education in developing economies has not been studied extensively. Higher education plays a central role in a country’s economy through knowledge creation and dissemination to its stakeholders. The main purpose of this article was to examine the role and influence of knowledge management in decision-making and strategy formulation at leading universities in Africa and to establish if knowledge management was adding value and competitiveness to the institutions. A survey across 20 leading African universities was conducted in 2014. A mixed method of quantitative and qualitative approaches was adopted. The results show that knowledge management does have the potential to positively influence institutional strategy formulation, but should ideally be represented at executive level for its potential to be fully realized. More knowledge management practice is needed in the areas of academic teaching and learning, and research. There was a lack of sophisticated and powerful knowledge management Information Systems in most of Africa’s leading institutions. Those institutions that utilized KM more strategically, inclusive of specialized KM Information Systems were the higher ranked institutions. This suggests that knowledge management could play a crucial role in a University’s success and competitiveness.

Most major universities expect MBA students to take a full-course load each term. Also, as a condition of graduation, MBA students must work full-time in small teams on focused-based consulting (FBC) projects for large-sized corporations. After being given the assignment and deadline, team members work tirelessly to complete their project. Such experiences facilitate the transition of major universities’ MBA students into the real business world. On the other hand, most MBA students at small-sized universities work full-time for a company during the day and take one or two courses in the evening each semester. Despite these constraints, Indiana University Kokomo (IUK) (Kokomo, Indiana, USA) was able to successfully develop and implement a required MBA-level FBC course (C599). In addition to having a positive influence on IUK’s MBA students, this course has had a significant impact upon the economic development of small-sized firms in northcentral Indiana. This paper chronicles the “trials and tribulations” the School of Business encountered in creating and executing C599. After presenting representative comments from client companies and MBA students, six implementation problems with C599 are discussed along with subsequent modifications. Finally, suggestions for small-sized universities like IUK who want to develop and implement their own MBA consultative course are presented.

The paper presents a review of the literature and advances a set of propositions concerning the employees’ perceptions on the relationship between human resource management and organizational performance. The study is aimed at filling the gap in the literature on the employees’ perception regarding human resource policies and the relationship to organizational performance. Social information processing theory is used to advance the insights on how employees’ performance about human resource policies may influence the organizational performance. The review indicated that there is a positive relationship between the employees’ perceptions of human resource policies and overall performance of a given organization. A positive perception of the implemented policies influences various individual outcomes such as commitment, engagement, and satisfaction, amongst others. Shared perceptions among the employees are also considered to have a considerable impact on the organizational performance. Nevertheless, there is a need for further research to explore the relationship between human resource management and organizational performance in more detail.