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Human Systems Management (HSM) is an interdisciplinary, international, refereed journal. It addresses the need to mentally grasp and to in-form the managerial and societally organizational impact of high technology, i.e., the technology of self-governance and self-management.
The gap or gulf is often vast between the ideas world-class business enterprises and organizations employ and what mainstream business journals address. The latter often contain discussions that practitioners pragmatically refute, a problematic situation also reflected in most business schools’ inadequate curriculæ.
To reverse this trend, HSM attempts to provide education, research and theory commensurate to the needs to today’s world-class, capable business professionals. Namely the journal’s purposefulness is to archive research that actually helps business enterprises and organizations self-develop into prosperously successful human systems.
Authors: Zhao, S.L. | Zhu, D.Y. | Peng, X.B. | Song, W.
Article Type: Research Article
Abstract: The regional competitiveness is decided by the science and technology power, the development of political, economic, cultural affect the demand of talent and the factors affecting the flow of scientific and technological personnel. Therefore, how to create a favorable environment, attracting the talent to realize the effective management of them is urgently needed to be solved. Based on the literatures, we will provide guidance for the construction of the regional environment, promote the rational flow of talents of science and technology through factor analysis, cluster analysis, multi-dimensional on-line analysis and regression analysis to explore the relationship between environmental factors and …flow factors. We find that different region has different factors, the expected elements of a Scientific and technological personnel in the eastern provinces are level of economic development and income, while living environment and cultural environment are main expected elements in the Midwest. Show more
Keywords: Expected macro environment, multi-dimensional on-line analysis, regression analysis
DOI: 10.3233/HSM-150836
Citation: Human Systems Management, vol. 35, no. 1, pp. 1-10, 2016
Authors: Burns, Tom R. | Corte, Ugo | Machado, Nora
Article Type: Research Article
Abstract: The three-part article of which this one is Part III is predicated on the principle that creativity is a universal activity, essential in an evolutionary perspective to adaptation and sustainability. This work on the sociology of creativity has three purposes: (1) to develop the argument that key factors in creative activity are socially based and developed; hence, sociology can contribute significantly to understanding and explaining human creativity; (2) to present a systems approach which enables us to link in a systematic and coherent way the disparate social factors and mechanisms that are involved in creative activity and to describe and …explain creativity; (3) to illustrate a sociological systems theory’s (Actor-Systems-Dynamics) conceptualization of multiple interrelated institutional, cultural, and interaction factors and mechanisms – and their role in creativity and innovative developments in diverse empirical cases. Part I of this article introduced and applied a general model of innovation and creative development stressing the socio-cultural and political embeddedness of agents, either as individuals or groups, in their creative activities and innovative productions. Part II investigated the “context of innovation and discovery” considering a wide range of applications and illustrations. This 3rd segment, Part III, specifies and analyzes the “context of receptivity and institutionalization” where innovations and creative developments are socially accepted, legitimized, and institutionalized or rejected and suppressed. A number of cases and illustrations are considered. Power considerations are part and parcel of these analyses, for instance the role of the state as well as powerful private interests and social movements in facilitating and/or constraining innovations and creative developments in society. In the perspective presented here, generally speaking, creativity can be consistently and systematically considered to a great extent as social, cultural, institutional and material as much as psychological or biological. Show more
Keywords: Creativity, innovative development, field, agency, rule regime, creative production function, context of creativity, context of receptivity, power, the state, institutionalization
DOI: 10.3233/HSM-150852
Citation: Human Systems Management, vol. 35, no. 1, pp. 11-34, 2016
Authors: Fang, Yu-Hui | Li, Chia-Ying
Article Type: Research Article
Abstract: This study explores how people evaluate and adopt electronic word-of-mouth (eWOM) information on social networking sites (SNSs). Applying the logic of the Brunswikian lens model, we develop a framework suggesting that mechanisms of cue utilization (consistency-checking and knowledge-based validation) validate the cues of identity claims (argument strength and perceived expertise) and behavioural residues (graphics, external links, recommendation ratings, and framing of wall postings) in order to judge the perceived credibility of eWOM messages and, consequently, to adopt the suggestion of eWOM messages on SNSs. The research model was empirically evaluated based on web survey results from 445 Facebook users. Results …indicate that the cues of identity claims and behavioural residues contribute to perceived credibility of eWOM through two mechanisms of cue utilization. Implications for theory and practice are provided. Show more
Keywords: Behavioral residues, cue validity, cue utilization, electronic word-of-mouth, social networking sites
DOI: 10.3233/HSM-150853
Citation: Human Systems Management, vol. 35, no. 1, pp. 35-50, 2016
Authors: Wu, Sheng
Article Type: Research Article
Abstract: The topic of knowledge management is an important one in team-based studies. Many previous studies have shown that the proper team structure facilitates sharing and applying the expertise and knowledge which is scattered among members, allowing for team tasks to be executed more efficiently and effectively. Knowledge management involves four basic processes: storing/retrieving, transferring, applying, and creating knowledge. This study uses transactive memory system, knowledge sharing, knowledge application and creativity as knowledge management process activities in order to explore their impact on team performance. Based on data from a study of 64 ISD teams, all our hypotheses were found to …be significant. Show more
Keywords: Knowledge sharing, knowledge application, team creativity, transactive memory system, collective knowledge efficacy
DOI: 10.3233/HSM-150854
Citation: Human Systems Management, vol. 35, no. 1, pp. 51-64, 2016
Authors: Singer, Alan E.
Article Type: Research Article
Abstract: A continuing debate about corporate and collective rights and responsibilities has taken place within several academic disciplines, including business-ethics and legal-philosophy; but also in the behavioral and systems sciences, economics and accounting-theory. Accordingly, there are many distinctive types of contribution to the debate. The relationship between these types is quite complex, but it can be untangled. Accordingly, an organizing framework is set out with the intention of helping researchers to place contributions to the debate relative to each other. Some weaknesses are thereby highlighted and previously obscure connections are revealed. An extension of the framework then serves to structure some …general criticisms of the entire debate (i.e. the meta -debate). It is duly suggested that the notion of ‘corporate moral agency’ might be thought of in future as epistemological organizing principle, rather than a political battleground or solvable puzzle. Show more
Keywords: Moral-agency, social-responsibility, corporate-rights
DOI: 10.3233/HSM-150855
Citation: Human Systems Management, vol. 35, no. 1, pp. 65-77, 2016
Authors: Warner, Malcolm
Article Type: Book Review
DOI: 10.3233/HSM-160859
Citation: Human Systems Management, vol. 35, no. 1, pp. 79-79, 2016
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