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  1. ‘Green’ Human Resource Benefits: Do they Matter as Determinants of Environmental Management System Implementation? [REVIEW]Marcus Wagner - 2013 - Journal of Business Ethics 114 (3):443-456.
    This article analyses whether benefits arising for human resource management from environmental management activities drive environmental management system implementation. Focusing on employee satisfaction and recruitment/retention, it tests this for German manufacturing firms in 2001 and 2006 and incorporates a rare longitudinal element into the analysis. It confirms positive associations of the benefit levels for both variables with environmental management system implementation on a large scale. Also it provides evidence that increasing levels of environmental management system implementation result from higher economic (...)
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  • Deploying Environmental Management Across Functions: The Relationship Between Green Human Resource Management and Green Supply Chain Management.Annachiara Longoni, Davide Luzzini & Marco Guerci - 2018 - Journal of Business Ethics 151 (4):1081-1095.
    Balancing environmental, social, and economic performance is today considered a key responsibility that firms have toward society. As a result, academics, practitioners, and political decision makers are increasingly paying attention to environmental management systems improving a full spectrum of environmental performance. In that regard, even if recent literature suggests that environmental management should be deployed through a cross-functional approach, extant literature mostly focuses on independent functional systems. This paper addresses this gap investigating how the deployment of environmental management in the (...)
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  • Understanding Critical Variables for Customer Relationship Management in Higher Education Institution from Employees Perspective.Youssef M. Abu Amuna, Mazen J. Al Shobaki, Samy S. Abu Naser & Jehad J. Badwan - 2017 - International Journal of Information Technology and Electrical Engineering 6 (1):10-16.
    The aim of this paper is to evaluate the critical success factors and investigate the benefits that might be gained once implementing Electronic Customer Relationship Management at HEI from employee perspective. The study conducted at Al Quds Open University in Palestine and data collected from (300) employee through a questionnaire which consist of four variables. A number of statistical tools were intended for hypotheses testing and data analysis, including Spearman correlation coefficient for Validity, reliability correlation using Cronbach’s alpha, and Frequency (...)
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  • The Impact of Obstacles to the Application of Knowledge Management to Performance Excellence.Samer M. Arqawi, Amal A. Al Hila, Samy S. Abu-Naser & Mazen J. Al Shobaki - 2018 - International Journal of Engineering and Information Systems (IJEAIS) 2 (10):32-50.
    The aim of this study was to identify the obstacles facing the application of knowledge management and its impact on performance at Palestine Technical University-Kadoorei from the point of view of employees and to detect the differences between the average views of the study sample on the subject of the study according to some variables such as (gender, nature of work, Education Level, specialization, years of experience). The study followed the descriptive analytical method and the questionnaire as a tool for (...)
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  • Using the Asian Knowledge Model “APO” as a Determinant for Performance Excellence in Universities- Empirical Study at Al -Azhar University- Gaza.Maher J. Shamia, Mazen J. Al Shobaki, Samy S. Abu-Naser & Youssef M. Abu Amuna - 2018 - International Journal of Information Technology and Electrical Engineering 7 (1):1-19.
    This study aims to use the Asian knowledge model “APO” as a determinant for performance excellence in universities and identifying the most effecting factors on it. This study was applied on Al-Azhar University in Gaza strip. The result of the study showed that (APO) model is valid as a measure and there are four dimensions in the model affecting significantly more than the others (university processes, KM leadership, personnel, KM outputs). Furthermore, performance excellence produced though modernizing the means of education, (...)
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