Dr. Tjitra was invited to give keynote speech at the 4th International Conference of the Association of Industrial & Organizational Psychology Indonesia (APIO). In his speech he share the recent researches, best practices and his personal observation on the Innovation in China and among the Chinese enterprises.
In the recent years China moves gradually from the factory of the world – famous for its very low-cost manufacturing ability -, into making more and more high-tech available for every consumer at a very low cost. How did Chinese firms managed the transformation from low-cost manufacturing into high-tech at low-cost production? Prof. Tjitra will present recent studies, analysis the innovation of Chinese firms in the IT industry, high-tech manufacturing as well as the Chinese small- and mid-sized Enterprises: how do they learn from imitating to innovating? what could be the factors behind the success of Chinese firms? what are the unique Chinese ways and strategies in these innovation process? what are the learning points from the Chinese cost-innovation approaches?
Cologne, Germany. On October 14th 2010, Dr. Hora Tjitra was invited to give the keynote speech at the largest European HR Conference and Exhibition Zukunft Personal in Cologne. In the past ten years, the exhibition has established itself as Europe’s leading exhibition for human resource management. There are a number of good reasons for its proven success: The HRM Expo offers visitors a broad spectrum of possibilities that could not be more comprehensive. With 532 exhibitioners and 11,837 visitors in 2010 the HRM Expo experienced its best result in its history.
With more than 200 lectures, which offer the opportunity to meet with well-known experts personally, the HRM Expo is more comprehensive than all other congresses. Next to internationally recognized keynote speakers leading plenty of best practice examples are the action zone areas – where training seminars will be held live. Along with other world-renowened keynote speakers incl. Dr. Frank Schirrmacher, Dr. Tony Humphreys, Mr. Werner Wiki Küstenmacher, Mr. Charles Jennings, and Ms. Aviva Witterberg-Cox; Dr. Hora Tjitra presented recent studies and best practice examples from Asia (China) on the challenges and potentials in building high-performance teams at the top management level in an International Joint-Venture. Subsequently the culture-specific intercultural sensitivity will be discussed, highlighting examples from Germany, China and Indonesia.
Along with it, he was also invited to give his speech on the Global Learning Track at the parallel conference Professional Learning Europe, where he shared his experiences and insights on how to develop intercultural competence and sensitivity for the (current and future) global leaders.
Cologne. On Oct 14th, 2010 Dr. Hora Tjitra was invited to give speech on the Global Learning Track Global Talent Development and Performance Management at the International Conference Professional Learning Europe. The Professional Learning Europe supports organizations in keeping up with training and education, offering a showcase of practical approaches and best practice examples and demonstrating how learning contents can be constructed and communicated in a way that guarantees an optimum learning-on the job.
Dr. Tjitra delivered a speech about how to develop the intercultural competence of (current and future) global leader using an action learning approach. He introduced the recent studies and best practice examples on building intercultural competence and sensitivity for different target groups, incl. senior leaders and young professionals. Subsequently different learning and development approaches to enhance those competence will be discussed, highlighting on the examples from Germany, China and other Asian region.
Other speeches on the global learning track were delivered by Dr. Charlotte Haimerl and Philip Hölzle of Kienbaum Management Consultants, Armin Hopp of Digital Publishing, Fadi A. Khalik of McGrawHill, as well as Petra Gajewski and Karl-Heinz Reits of SAP, and John Barnes of CocaßCola . The session was moderated by Armin Hopp of Digital Publishing and Thomas Jenewein of SAP. ]]>
International trade and across-borders investment have accelerated strongly over the last decades. Business goes beyond the country borders, and never before have we seen that the world became so closely interconnected. Thus resulted that more and more corporations and organizations facing increasingly culturally diverse groups to manage and to deal with, internally and also externally. Hence it indicates the increasing needs of systematic development of intercultural competence and sensitivity for leaders and professionals at all level.
In general, the various abilities and characteristics used by individuals to work in intercultural setting are called intercultural competence. Bennet (1993) defines it more clearly as the ability to think and act in interculturally appropriate ways. Taylor (1994) classify intercultural competency as an adaptive capacity based on an inclusive and integrative world view which allows participants to effectively accommodate the demands of living in a host culture. Bhawuk and Brislin (1992) suggested, “To be effective in another culture, people must be interested in other cultures, be sensitive enough to notice cultural differences, and then also be willing to modify their behavior as an indication of respect for the people of other cultures”.
Recent studies and best practice examples on building intercultural competence and sensitivity for different target groups, incl. senior leaders and young professionals are presented. Subsequently different learning and development approaches will be discussed, highlighting on the examples from Germany, China and other Asian region.
This presentation will introduce some theories related with the application of social media (Web 2.0) in Learning & Development. An Integrated Accelerated Learning Approach will be demonstrated based on a real case sample project. The first project focus on the development and preparation of young professional for an international career. The second case present a new approach on using the “tradition” blog as a learning tools.
With more than 500 exhibitioners and more than 11,000 trade visitors, the HRM Expo 2010 is the largest HR exhibition in Europe. In the past ten years, the exhibition has established itself as Europe’s leading exhibition for human resource manage- ment. There are a number of good reasons for its proven success: The HRM Expo offers visitors a broad spectrum of possibilities that could not be more comprehensive.
With more than 200 lectures, which offer the opportunity to meet with well-known experts personally, the HRM Expo is more comprehensive than all other congresses. Next to internationally recognized keynote spea- kers leading plenty of best practice examples are the action zone areas – where training seminars will be held live. These offer unique opportunities for visitors to profit through participation.
Recent development suggests that China now moves to the next value chain, from the low-cost manufacturing, to the high-tech producer and even innovators. More and more companies see China not only as manufacturing base and targeted market, but also increasingly as R&D and technology hub in Asia, and globally. Hence it indicates the ever more needs of a systematic and accelerated learning and development process for Chinese engineers, professionals, managers and leaders.
Three recent studies and best practice examples of Learning and Development in China were presented: First, a study on cross-cultural learning behavior with focus on understanding the culture specific issues of Chinese learners and of western technology transfer. Second, recent project on development intercultural competence and sensitivity for Chinese and German young professional. Third, benchmarking best practice survey on Learning and Development in multinational companies in China.
Subsequently, possible differences between China and Indonesia in Learning and Development corporate and academic practices were discussed.
Invited guest lecture by Dr. Tjitra for the postgraduate students of psychology at the University of Tarumanagara, Jakarta – Indonesia, August 3rd 2010.
]]>Organizations have recognized that knowledge constitutes a valuable intangible asset for creating and sustaining competitive advantages. [1] Knowledge sharing activities are generally supported by knowledge management systems. However, technology constitutes only one of the many factors that affect the sharing of knowledge in organizations, such as organizational culture, trust, and incentives.[2] The sharing of knowledge constitutes a major challenge in the field of knowledge management because some employees tend to resist sharing their knowledge with the rest of the organization.[3][4]
One prominent obstacle is the notion that knowledge is property and ownership thus very important.[5] In order to counteract this, individuals must be reassured that they will receive some type of incentive for what they create.[6] However, Dalkir (2005) identified the risk in knowledge sharing is that individuals are most commonly rewarded for what they know, not what they share.[7] If knowledge is not shared, negative consequences such as isolation and resistance to ideas occur. To promote knowledge sharing and remove knowledge sharing obstacles, the organizational culture should encourage discovery and innovation.[8] This will result in the creation of organizational culture. (from Wikipedia, retrieved on Jun 2 2010)
In the folloing presentation, Barry Sampson of Webbased Thinking, give you a good examples on how using Blogs, Wikis and RSS for learning, incl which are the tools available on the web.
In the following presentation, Patricia Anderson of the University of Michigan give a short introduction about different tools in knowldege sharing which are available for (almost) free on the web, incl. Slideshare, Zoho, Thinkfree & Mixcaster.
]]>
Some of our members joined the exciting learning and research project Intercultural Employability which was funded by the German Federal Ministry of Education and Research. One purpose of the project is to design intercultural learning experiences for the Chinese and German young professional in preparation for their career in the global world.
During the project, 10 German and 10 Chinese students are working together on some challening projects for 20 days in China and Germany; and also virtually through the web. Using this action learning approach, which was combined with lectures, guest lectures, company visits as well as culture programs makes the intercultural learning experiences more vivid and long-lasting.
One of our member – Shentu Teng – designe and creates the web documentation of it. You are invited to take a look and find out more about the program.
]]>