Proceedings of the 8th International Conference on Intellectual ...

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Le Nguyen Doan Khoi Sarter, S., Nguyen, H.N.K., Hung, L.T., Lazard, J. & D. Montet, 2006, Antibiotic Resistance in Gram-Negative Bacteria Isolated from Farmed Catfish, Center de Coopération <strong>International</strong>e en Recherche Agronomique pour le Développement (CIRAD), Elsevier Sciencedirect, pp.1391-1396. Wiig, K. M. (1993). Knowledge Management Foundations: Thinking about Thinking – How People and Organizations Create, Represent and use Knowledge, Schema Press, Arlington, TX World Trade Organisation, 2009, Report on Food Hygiene and Safety Control in Basa Catfish Industry in Viet Nam, Committee on Sanitary and Phytosanitary Measures G/SPS/GEN/931, pp.1-11. Zhang, Z.,1997, Developing a TQM quality management method model, PhD <strong>the</strong>sis, University <strong>of</strong> Groningen 318
Developing Human Capital through Neuro-Linguistic Programming Eric Kong School <strong>of</strong> Management & Marketing, University <strong>of</strong> Sou<strong>the</strong>rn Queensland, Toowoomba, Queensland, Australia kongeric@usq.edu.au Abstract: Human capital (HC) represents <strong>the</strong> tacit knowledge that is embedded in <strong>the</strong> minds <strong>of</strong> people in organisations. HC is important to organisations because it serves as a source <strong>of</strong> innovation and strategic renewal. Individuals carry HC when <strong>the</strong>y join an organisation, though <strong>the</strong>ir level <strong>of</strong> HC <strong>the</strong>oretically increases with time in <strong>the</strong> organisation. Individuals also take <strong>the</strong>ir talent, skills and tacit knowledge with <strong>the</strong>m when <strong>the</strong>y leave an organisation. Thus HC is volatile in nature. It is <strong>the</strong>refore in <strong>the</strong> interests <strong>of</strong> human resource managers to recruit and develop <strong>the</strong> best and brightest employees as a means <strong>of</strong> achieving competitive advantage. One way <strong>of</strong> developing HC is through neuro-linguistic programming (NLP). NLP emerged in <strong>the</strong> 1970s from <strong>the</strong> University <strong>of</strong> California, USA. NLP suggests that subjective experience is encoded in terms <strong>of</strong> three main representation systems: visual, auditory, and kinaes<strong>the</strong>tic (VAK). NLP practitioners claim that people tend to have one preferred representation system over ano<strong>the</strong>r in a given context. Relatively less research is conducted using <strong>the</strong> approach in developing HC in organisations. This paper critically reviews <strong>the</strong> literature and <strong>the</strong>oretically argues that since NLP primarily focuses on individual internal learning, it may be used as a practical approach to develop HC in organisations. Examples will be used in <strong>the</strong> paper to illustrate <strong>the</strong> benefits <strong>of</strong> utilising NLP in developing knowledge in organisations. Future research direction and limitations will also be discussed. Keywords: Human capital; neuro-linguistic programming; knowledge and learning capability; visual, auditory and kinaes<strong>the</strong>tic systems 1. Introduction Individuals carry human capital (HC) when <strong>the</strong>y join an organisation, though <strong>the</strong>ir level <strong>of</strong> HC <strong>the</strong>oretically increases with time in <strong>the</strong> organisation. A higher level <strong>of</strong> HC is <strong>of</strong>ten associated with greater productivity and higher incomes or compensation. On <strong>the</strong> o<strong>the</strong>r hand, a loss <strong>of</strong> organisational memory due to individuals’ departure may be a threat to <strong>the</strong> organisation. Individuals take <strong>the</strong>ir talent, skills and tacit knowledge with <strong>the</strong>m when <strong>the</strong>y leave an organisation. Thus HC is volatile in nature. It is <strong>the</strong>refore in <strong>the</strong> interests <strong>of</strong> human resource managers to recruit and develop <strong>the</strong> best and brightest employees as a means <strong>of</strong> achieving competitive advantage. One way <strong>of</strong> developing HC may be through neuro-linguistic programming (NLP). As coined by Bandler and Grinder (1979), <strong>the</strong> title broadly denotes <strong>the</strong> view that a person is a whole mind-body system with patterned connections between internal experience (neuro), language (linguistic), and behaviour (programming) (Tosey et al., 2005). It is important to note that despite <strong>the</strong> title and its connotations, NLP has no direct connection to neuro-science, or to computer programming, though <strong>the</strong>se were fields <strong>of</strong> interest to its developers (Tosey and Mathison, 2003). Bandler and Grinder (1979) claimed that working with <strong>the</strong> way in which experience was constructed through such representations had a wide range <strong>of</strong> practical applications, from a means <strong>of</strong> curing people <strong>of</strong> phobias in psycho<strong>the</strong>rapy (See e.g. Davis and Davis, 1991) to ways <strong>of</strong> enabling managers to develop effective strategies that enhance organisational performance (See e.g. Thompson et al., 2002). Today, NLP seems most welcomed by informal practitioner networks that encourage direct use <strong>of</strong> NLP’s strategies while <strong>the</strong> relationship between NLP and academe has been tenuous (Linder-Pelz and Hall, 2007). Tosey and Mathison (2008) also argue that <strong>the</strong> academic literature on NLP remains sporadic, scattering across various fields <strong>of</strong> practice such as education (See e.g. Craft, 2001), training and development (See e.g. Thompson et al., 2002), coaching and personal development (See e.g. Linder-Pelz and Hall, 2007), counselling and psychophenomenology (See e.g. Tosey and Mathison, 2010), family <strong>the</strong>rapy (See e.g. Davis and Davis, 1991), management auditing (See e.g. Ashok and Santhakumar, 2002) and marketing communications (See e.g. Mainwaring and Skinner, 2009). NLP suggests that subjective experience is encoded in terms <strong>of</strong> three main representation systems: visual, auditory, and kinaes<strong>the</strong>tic (VAK) (Davis and Davis, 1991). As Bandler and Grinder (1979, p.7) emphasised, ‘... we’re not particularly interested in what’s ‘true’. The function <strong>of</strong> [NLP] modelling is to arrive at descriptions which are useful’. Thus, NLP has been designed to be more practical ra<strong>the</strong>r than <strong>the</strong>oretical. The practicality <strong>of</strong> NLP fits well into leaders’ and managers’ primary concern <strong>of</strong> <strong>the</strong> 319
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Page 313 and 314: Robertas Jucevicius Lawton Smith, H
Page 315 and 316: Annukka Jyrämä et al. knowledge c
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Page 319 and 320: Annukka Jyrämä et al. various cit
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Page 323 and 324: Managing Information Overload - Tea
Page 325 and 326: Harri Ketamo conceptual structure a
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Page 329 and 330: Harri Ketamo Figure 8: Visualizatio
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Page 333 and 334: 2.1 Farmer knowledge Le Nguyen Doan
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Page 337 and 338: Le Nguyen Doan Khoi dosage. Moreove
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Page 343 and 344: Eric Kong organisation as individua
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Page 347 and 348: Eric Kong Craft, A. (2001) "Neuro-l
Page 349 and 350: Sophie Le Bellu and Benoit Le Blanc
Page 353 and 354: Results Sophie Le Bellu and Benoit
Page 359 and 360: Pornpen Lertthasanawong and Nopasit
Page 367 and 368: 2. Literature review Ya-Hui Ling 2.
Page 369 and 370: Ya-Hui Ling action of</stro
Page 371 and 372: Intellectual Capital Intellectual C
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Page 375 and 376: Maksim Maksimovic et al paper prese
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Helen Mitchell and Dennis Viehland
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Figure 1: KMS Framework for collabo
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Mohd Zali Mohd Nor et al. Ano<stron
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Mohd Zali Mohd Nor et al. Table 4:
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Mohd Zali Mohd Nor et al. KQ8 provi
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Maria Cristina Morariu economy and
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Table 1: Literature review summary
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Maria Cristina Morariu ATO = Turnov
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4.2 Correlation analysis Maria Cris
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4.3 Regression analysis Maria Crist
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Table 13: Regression analysis_M6 Mo
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The Arrival of <st
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Bertrand Pauget and Ahmed Dammak Mo
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Bertrand Pauget and Ahmed Dammak no
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Bertrand Pauget and Ahmed Dammak th
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Bertrand Pauget and Ahmed Dammak Sa
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Wannapa Pipattanawong et al. cannot
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Wannapa Pipattanawong et al. 3.2 Do
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Wannapa Pipattanawong et al. Moreov
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The Dark Side of S
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Siwarit Pongsakornrungsilp vans, ro
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Siwarit Pongsakornrungsilp Kreng Ja
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Siwarit Pongsakornrungsilp Lave, J.
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