Suchergebnisse

Purpose– The current conventional strategic management model is incapable of dealing with various questions on organizational management in a dynamically discontinuous environment. Hence, how an enterprise can effectively apply its knowledge management (KM) capability and develop a uniquely dynamic capability in order to provide quick response to a dynamic environment has become an urgent need. The purpose of this paper is to discuss the above-mentioned issues.Design/methodology/approach– In order to gain best exploration on KM capability, dynamic capability, and organizational performance, the questionnaire and statistical analytical techniques were used.Findings– The results indicate that dynamic capability is an important intermediate organizational mechanism through which the benefits of KM capability are converted into performance effects at the corporate level. That is, KM capability enhances the dynamic capability of organizations. While dynamic capability, in turn, increases organizational performance and provides competitive advantages.Research limitations/implications– This research applied a purposive sampling method and obtained a slightly inadequate number of respondents. Therefore, it is suggested that future research should apply a random sampling method to collect more responses and increase the generalizability.Practical implications– This research aims to investigate KM capability, dynamic capability, and organizational performance, as well as establish and verify the patterns of the aforementioned relationships based on how enterprises implement their KM capabilities and dynamic capabilities to enhance organizational performance.Originality/value– There is still little related literature investigating the relationships among KM capability, dynamic capability, and organizational performance. Hence, this study applies questionnaire methods as the main research tools in order to conduct an in-depth investigation into the influence of KM capability and dynamic capability on organizational performance. Furthermore, this research is expected to provide enterprises with valuable suggestions for management practices.

Research has found that many people view climate change as a psychologically distant, future threat, which leads them to be less motivated to engage in pro-environmental behavior. Engaging in episodic future thinking (EFT; projecting the self into the future to pre-experience future events) may facilitate the perception of future events as psychologically close, thereby increasing the perceived risk associated with those events. Therefore, engagement in EFT regarding climate change–related risks should induce higher risk perceptions and lead to acting pro-environmentally. In two experiments, we demonstrated that engaging in EFT to pre-experience climate change–related risk events was associated with a higher level of risk perception and a greater tendency toward pro-environmental behavior, including energy-saving use of air-conditioning (Experiment 1), willingness to participate in beach cleaning (Experiment 2), and choice of a meal with lower environmental impact (Experiment 2). The current research provides experimental evidence for an innovative approach to improving public engagement with climate change.

During the Ma Ying-jeou presidency in Taiwan (2008–2016), confrontations over relations with mainland China stressed the country's institutions, leading to a political crisis. Nevertheless, its democracy proved to be resilient. The authors of Dynamics of Democracy in Taiwan explore key aspects of the complicated Ma era, including party politics and elections, the sources of Ma's governance challenges, changing public opinion, protest movements, and shifts in the regional balance of power