Integrating talent cultivation tools to enact a knowledge-oriented culture and achieve organizational talent cultivation strategies

ABSTRACT

Unambiguously clear organizational strategies help organizational resources stay focused and facilitate the achievement of organizational goals effectively. The resource-based view (RBV) literature has noted that the implementation of strategies requires firms to possess appropriate resources and capabilities. In the era of knowledge economy, businesses which seek to improve business competitiveness have considered talent cultivation as important organizational strategies. Therefore, concepts including knowledge management (KM), competency management, e-learning, and education and training are introduced to assist strategic talent development. A knowledge-oriented culture is a culture which espouses sharing, learning, solving problems together, and making innovations. It prompts and affects the direction which employees are working towards. An integrated model concerning KM, competency management, e-learning system, and education and training is proposed. The analysis uses qualitative data gathered through an exploratory case study. This study demonstrated that KM processes and technologies could be employed to develop a KM culture, and an integrated talent cultivations tools could become a business’s tools to implement talent cultivation strategies. Furthermore, a KM culture is an organization’s intangible atmosphere. KM process and technologies, competency management, e-learning system, and education and training are an organization’s concrete and tangible management tools or systems. If the intangible KM culture and the tangible management tools or systems could be effectively implemented, an organization must be able to expand synergetic effects of management, achieve talent cultivation strategies, and complete the organization’s mission.

KEYWORDS:

• Knowledge management
• strategy management
• talent cultivation strategies and tools
• resource-based view

Acknowledgments

We special thank participating KM researchers, KM consultants, and related government officers for being the domain experts of the study.  We are also indebted to the participants serving in the case company for their constructive contribution, which led to noticeably improved exposition of the research.