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Figure from:Human Capital Theory and Human Resource Management. Implications in Develeopment of Knowledge Management Strategies

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Figure 4. KM strategy to drive results There are big challenges facing today’s HR professional from attracting the best recruits, to the retention of skilled knowledge workers.

Figure 4 KM strategy to drive results There are big challenges facing today’s HR professional from attracting the best recruits, to the retention of skilled knowledge workers.

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Figure 1 Instances attributed to human capital Source: representation according to Tyu-Shian Han, Carol Yeh-Yun Lin, Mavis Yi-Ching Chen (2008), Developing human capital indicators: a three-way approach, International Journal of Learning and Intellectual Capital
Figure 1 Instances attributed to human capital Source: representation according to Tyu-Shian Han, Carol Yeh-Yun Lin, Mavis Yi-Ching Chen (2008), Developing human capital indicators: a three-way approach, International Journal of Learning and Intellectual Capital
The model developed by Porter does not refer explicitly to knowledge (human capital) as a factor of orogress that distinguishes countries, but note that each of the factors analyzed closely by Porter involves, ndividually, an important stock of knowledge as that factor to become operational in the global market. Simply out, we think that the complete diamond proposed by Porter (to account for the differences between countries / organizations on economic growth) is, in fact, strongly "anchored" around what we call knowledge; the invoked dea is suggested in figure 2.
The model developed by Porter does not refer explicitly to knowledge (human capital) as a factor of orogress that distinguishes countries, but note that each of the factors analyzed closely by Porter involves, ndividually, an important stock of knowledge as that factor to become operational in the global market. Simply out, we think that the complete diamond proposed by Porter (to account for the differences between countries / organizations on economic growth) is, in fact, strongly "anchored" around what we call knowledge; the invoked dea is suggested in figure 2.
Figure 3. The parameters of organizational culture based on knowledge Source: representation according to Nicolescu, O., Nicolescu L. (2005) Building such an organizational culture is based on the following elements: The authors Nicolescu, O., Nicolescu L. (2005) define the parameters of organizational culture basec on knowledge as following: vision incorporates stimulating, comprehensive and empowering ideas, whil direction Clearly indicates the precise trajectory followed by all the stakeholders of the organization. The tern impact suggest the determination to obtain results different from other companies. Challenge means to establis] organizational and individual goals and tasks higher than in the current period. Through Jistening it is suggestec that all the ideas and opinions of the employees will be heard by managers and owners. The appreciation and th appropriate recognition of skills and contribution of individuals and groups reflect validation. Learnin; dimension define the continuous acquisition by employees of new knowledge, skills and abilities. People ar empowered to act widely, using a variety of forms and methods, this action defining the individual autonomy Not the last, the values reflect the harmonization of each person values with organizational values. The values promoted by each organization have a significant impact on the conduct of the emplovee motivational for taking risks, actions and performance; based on fairness and mutual respect for all stakeholders; tolerance to errors and failures, in particular in innovation; promoter of change in all areas of activity of the company; protective for employees and other stakeholders knowledge; focused on group sustainable performance; places emphasis on the development of understanding, collaboration and cooperation between specialists.
Figure 3. The parameters of organizational culture based on knowledge Source: representation according to Nicolescu, O., Nicolescu L. (2005) Building such an organizational culture is based on the following elements: The authors Nicolescu, O., Nicolescu L. (2005) define the parameters of organizational culture basec on knowledge as following: vision incorporates stimulating, comprehensive and empowering ideas, whil direction Clearly indicates the precise trajectory followed by all the stakeholders of the organization. The tern impact suggest the determination to obtain results different from other companies. Challenge means to establis] organizational and individual goals and tasks higher than in the current period. Through Jistening it is suggestec that all the ideas and opinions of the employees will be heard by managers and owners. The appreciation and th appropriate recognition of skills and contribution of individuals and groups reflect validation. Learnin; dimension define the continuous acquisition by employees of new knowledge, skills and abilities. People ar empowered to act widely, using a variety of forms and methods, this action defining the individual autonomy Not the last, the values reflect the harmonization of each person values with organizational values. The values promoted by each organization have a significant impact on the conduct of the emplovee motivational for taking risks, actions and performance; based on fairness and mutual respect for all stakeholders; tolerance to errors and failures, in particular in innovation; promoter of change in all areas of activity of the company; protective for employees and other stakeholders knowledge; focused on group sustainable performance; places emphasis on the development of understanding, collaboration and cooperation between specialists.