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

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Eric Kong As can be seen from Figure 1 above, individuals learn <strong>the</strong>ir perceived world through NLP representation systems, whe<strong>the</strong>r it is visual, auditory or kinaes<strong>the</strong>tic. New knowledge is likely developed, which will <strong>the</strong>n be internalised and/or utilised for organisational value creation. This value creation, as a result <strong>of</strong> enhanced HC, assists organisations to be more competitive in <strong>the</strong>ir own environment (Kong, 2010). As NLP allows an individual to create new knowledge through his/her own learning style, <strong>the</strong> NLP approach is likely and arguably <strong>the</strong> most effective method to create learning and knowledge, which helps to enhance HC in organisations. Despite <strong>of</strong> <strong>the</strong>se promising findings from <strong>the</strong> literature, <strong>the</strong>re is a potential problem with NLP when it is applied in developing HC. NLP presupposes that people are inherently creative and capable. As Tosey and Mathison (2003) argue, ‘NLP in our experience concentrates on <strong>the</strong> intrapersonal, intrapsychic processes <strong>of</strong> reality construction. It attends little, if at all, to <strong>the</strong> social context and intersubjectivity. If it is a learning <strong>the</strong>ory, it is one that emphasises individual ra<strong>the</strong>r than social learning’. As highlighted earlier, having organisational members to develop, internalise and utilise knowledge individually is not sufficient for nurturing HC. It is <strong>the</strong> cumulative tacit knowledge along with all o<strong>the</strong>r human resource elements that create most value to organisations. In o<strong>the</strong>r words, for NLP to be effective to develop HC in organisations, it must be used carefully and strategically. Indeed, NLP concentrates on how human beings go about making sense <strong>of</strong> <strong>the</strong>ir experience and interacting with o<strong>the</strong>rs (Pollitt, 2010). Techniques in NLP also involve <strong>the</strong> study <strong>of</strong> language patterns, patterns <strong>of</strong> motivation, how rapport is built, and how individuals code data (Thompson et al., 2002). In o<strong>the</strong>r words, <strong>the</strong>re is an in-built mechanism in NLP that allows interactions between individuals to occur and tacit knowledge, skills and experience to be share. However, interactions are not shown explicitly in <strong>the</strong> NLP approach in order to encourage members in an organisation to interact and share experience, skills and knowledge with each o<strong>the</strong>r. Leaders and managers must have a very clear idea <strong>of</strong> what <strong>the</strong>y would like to achieve. External consultations and pr<strong>of</strong>essional NLP trainers may need to be brought in to emphasise <strong>the</strong> importance <strong>of</strong> sharing and creating knowledge for <strong>the</strong> organisation. Only active interpersonal interactions allow <strong>the</strong> level <strong>of</strong> HC to increase dramatically. More research is needed to reveal what strategies are required to develop HC through NLP in organisations. 4. Conclusion NLP has endured for more than thirty years. As background on my own position and perspective, this paper is based on <strong>the</strong> discipline <strong>of</strong> knowledge management and organisational learning. It is my hope that <strong>the</strong> paper has enhanced our understanding <strong>of</strong> NLP and its potential for knowledge management and organisational learning through scholarly enquiry. NLP aims to develop individuals’ skills in relation to o<strong>the</strong>r people, by improving understanding <strong>of</strong> <strong>the</strong>ir thought processes, behaviours and language (Pollitt, 2010). It can help employees to develop skills, knowledge and confidence, which not only improves pr<strong>of</strong>essional lives but also generalises into improving areas <strong>of</strong> <strong>the</strong>ir personal lives (Lavan, 2002). It is a field <strong>of</strong> practice and innovation with a wide range <strong>of</strong> tools and techniques that learners and pr<strong>of</strong>essional trainers can apply within both formal and informal learning settings (Tosey and Mathison, 2008). More research on strategies that foster <strong>the</strong> development <strong>of</strong> HC through NLP is needed. References Alder, H. (1992) "NLP: Managing a creative revolution", Creativity and Innovation Management, Vol 1, No. 3, pp.154-159. Ashok, S. and Santhakumar, A. R. (2002) "NLP to promote TQM for effective implementation <strong>of</strong> ISO9000", Managerial Auditing Journal, Vol 17, No. 5, pp.261-265. Bandler, R. and Grinder, J. (1979) Frogs into princes: Neuro linguistic programming, Real People Press, Moab, Utah. Bandler, R. and Macdonald , W. (1988) An insider’s guide to sub-modalities, Meta, Capitola, CA. Bontis, N. (1999) "Managing organisational knowledge by diagnosing intellectual capital: Framing and advancing <strong>the</strong> state <strong>of</strong> <strong>the</strong> field", <strong>International</strong> Journal <strong>of</strong> Technology Management, Vol 18, No. 5/6/7/8, pp.433-462. Bontis, N. (2002) In The strategic management <strong>of</strong> intellectual capital and organisational knowledge(Eds, Choo, C. W. and Bontis, N.) Oxford University Press, Oxford, pp. 621-642. Bontis, N., Crossan, M. M. and Hulland, J. (2002) "Managing an organisational learning system by aligning stocks and flows", Journal <strong>of</strong> Management Studies, Vol 39, No. 4, pp.437-469. Bontis, N., Keow, W. C. C. and Richardson, S. (2000) "Intellectual capital and business performance in Malaysian industries", Journal <strong>of</strong> Intellectual Capital, Vol 1, No. 1, pp.85-100. Bourguignon, A., Malleret, V. and Nørreklit, H. (2004) "The American balanced scorecard versus <strong>the</strong> French tableau de bord: The ideological dimension", Management Accounting Research, Vol 15, No. 2, pp.107- 134. Carter, T. (2001) "Despite its detraction, NLP gains popularity", ABA Journal, Vol 87, No. 9, p.63. 324
Eric Kong Craft, A. (2001) "Neuro-linguistic programming and learning <strong>the</strong>ory", Curriculum Journal, Vol 12, No. 1, pp.125- 136. Davis, D. I. and Davis, S. L. (1991) "Belief change and neurolinguistic programming", Family Dynamics <strong>of</strong> Addiction Quarterly, Vol 1, No. 2, pp.34-44. Dilts, R. B. (1998) Modeling with NLP, Meta, Capitola, CA. Dilts, R. B. and DeLozier, J. A. (2000) Encyclopedia <strong>of</strong> systemic neuro-linguistic programming and NLP new coding, NLP University Press, Scotts Valley, CA. Fletcher, A., Guthrie, J., Steane, P., Roos, G. and Pike, S. (2003) "Mapping stakeholder perceptions for a third sector organisation", Journal <strong>of</strong> Intellectual Capital, Vol 4, No. 4, pp.505-527. Ghacmi, C. and Janvier, W. A. (2004) "Interactive e-learning", <strong>International</strong> Journal <strong>of</strong> Distance Education Technologies, Vol 2, No. 3, pp.26-35. Grasenick, K. and Low, J. (2004) "Shaken, not stirred: Defining and connecting indicators for <strong>the</strong> measurement and valuation <strong>of</strong> intangibles", Journal <strong>of</strong> Intellectual Capital, Vol 5, No. 2, pp.268-281. Guerrero, I. (2003) "How do firms measure <strong>the</strong>ir intellectual capital? Defining an empirical model based on firm practices", <strong>International</strong> Journal <strong>of</strong> Management and Decision Making, Vol 4, No. 2/3, pp.178-193. Hatch, N. W. and Dyer, J. H. (2004) "Human capital and learning as a source <strong>of</strong> sustainable competitive advantage", Strategic Management Journal, Vol 25, No. 12, pp.1155-1178. Kong, E. (2008) "The development <strong>of</strong> strategic management in <strong>the</strong> non-pr<strong>of</strong>it context: Intellectual capital in social service non-pr<strong>of</strong>it organisations", <strong>International</strong> Journal <strong>of</strong> Management Reviews, Vol 10, No. 3, pp.281-299. Kong, E. (2010) "Developing organisational knowledge and learning capabilities: Synergistic relationships <strong>of</strong> human capital, strategic human resource management and human resource management", <strong>International</strong> Journal <strong>of</strong> Learning, Vol 17, No. 5, pp.63-80. Kong, E. and Ramia, G. (2010) "A qualitative analysis <strong>of</strong> intellectual capital in social service non-pr<strong>of</strong>it organisations: A <strong>the</strong>ory-practice divide", Journal <strong>of</strong> Management and Organisation, Vol 16, No. 5, pp.656- 676. Kong, E. and Thomson, S. B. (2009) "An intellectual capital perspective <strong>of</strong> human resource strategies and practices", Knowledge Management Research and Practice, Vol 7, No. 4, pp.356-364. Lavan, I. (2002) "NLP in business – or more than a trip to <strong>the</strong> zoo", Industrial and Commercial Training, Vol 34, No. 5, pp.182-187. Linder-Pelz, S. and Hall, M. L. (2007) "The <strong>the</strong>oretical roots <strong>of</strong> NLP-based coaching", Coaching Psychologist, Vol 3, No. 1, pp.12-17. Mainwaring, S. and Skinner, H. (2009) "Reaching donors: Neurolinguistic programming implications for effective charity marketing communications", The Marketing Review, Vol 9, No. 3, pp.231-242. Pollitt, D. (2010) "NLP helps Metronet Rail maintenance employees to stay on track: Techniques prove <strong>the</strong>ir worth in a period <strong>of</strong> organizational upheaval", Human Resource Management <strong>International</strong> Digest, Vol 18, No. 4, pp.20-21. Sadowski Jr., W. and Stanney, K. (2002) "Measuring and managing presence in virtual environments", Retrieved: 04 June 2011, http://web.cs.wpi.edu/~gogo/courses/cs525H_2010f/papers/Sadowski_HVE_2002.html. Serenko, A., Bontis, N. and Grant, J. (2009) "A scientometric analysis <strong>of</strong> <strong>the</strong> proceedings <strong>of</strong> <strong>the</strong> McMaster world congress on <strong>the</strong> management <strong>of</strong> intellectual capital and innovation for <strong>the</strong> 1996-2008 period", Journal <strong>of</strong> Intellectual Capital, Vol 10, No. 1, pp.8-21. Taler, I. (1991) "Neurolinguistic programming: A selective bibliography", Reference Services Review, Vol 19, No. 4, pp.49-62. Thompson, J. E., Courtney, L. and Dickson, D. (2002) "The effect <strong>of</strong> neurolinguistic programming on organisational and individual performance: A case study", Journal <strong>of</strong> European Industrial Training, Vol 26, No. 6, pp.292-298. Tosey, P. and Mathison, J. (2003) "Neuro-linguistic programming and learning <strong>the</strong>ory: A response", Curriculum Journal, Vol 14, No. 3, pp.371-388. Tosey, P. and Mathison, J. (2008) "Neurolinguistic programming, learning and education: An introduction", Retrieved: 09 June 2011, http://www.infed.org/biblio/nlp_and_education.htm. Tosey, P. and Mathison, J. (2010) "Exploring inner landscapes through psychophenomenology: The contribution <strong>of</strong> neurolinguistic programming to innovations in researching first person experience", Qualitative Research in Organisations and Management: An <strong>International</strong>, Vol 5, No. 1, pp.63-82. Tosey, P., Mathison, J. and Michelli, D. (2005) "Mapping transformative learning: The potential <strong>of</strong> neurolinguistic programming", Journal <strong>of</strong> Transformative Education, Vol 3, No. 2, pp.140-167. Wilson, M. I. and Larson, R. S. (2002) "Non-pr<strong>of</strong>it management students: Who <strong>the</strong>y are and why <strong>the</strong>y enrol?", Non-pr<strong>of</strong>it and Voluntary Sector Quarterly, Vol 31, No. 2, pp.259-270. Wood, J. A. (2006) "NLP revisited: Non-verbal communications and signals <strong>of</strong> trustworthiness", Journal <strong>of</strong> Personal Selling and Sales Management, Vol 26, No. 2, pp.197-204. Yemm, G. (2006) "Can NLP help or harm your business?", Industrial and Commercial Training, Vol 38, No. 1, pp.12-17. 325
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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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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Page 313 and 314: Robertas Jucevicius Lawton Smith, H
Page 315 and 316: Annukka Jyrämä et al. knowledge c
Page 317 and 318: Annukka Jyrämä et al. Respondents
Page 319 and 320: Annukka Jyrämä et al. various cit
Page 321 and 322: Annukka Jyrämä et al. example hea
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
Page 335 and 336: Le Nguyen Doan Khoi days needed for
Page 337 and 338: Le Nguyen Doan Khoi dosage. Moreove
Page 339 and 340: Le Nguyen Doan Khoi use homemade in
Page 341 and 342: Developing Human Capital through Ne
Page 343 and 344: Eric Kong organisation as individua
Page 345: Eric Kong As described by Tosey and
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
Page 373 and 374: Ya-Hui Ling Hitt, M.A., Hoskisson,
Page 375 and 376: Maksim Maksimovic et al paper prese
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Page 381 and 382: Maurizio Massaro and Andrea Moro <s
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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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