Minwir Al-Shammari
Minwir Al-Shammari is Professor of Management and Director of Business Graduate Studies at the University of Bahrain. He holds a PhD in Business Administration (Industrial Management) from University of Glasgow (UK, 1990) and MS in Industrial Management from Central Missouri State University (USA, 1986). He has been involved for about 20 years in teaching, research, training, and/or consultancy in the areas of operations management, knowledge management, supply chain management, business process re-engineering, project management, organization theory, spreadsheet modeling, management Information Systems, organizational change, management science, and research methodology. He is Editor-in-Chief of the Journal of Supply Chain and Customer Relationship Management, IBIMA Publishing. He is the author of the premier reference source Customer Knowledge Management: People, Processes, and Technology (2009), and editor of Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation (2010), IGI-Global Publishing. He has published more than 30 research papers that have appeared in international refereed journals such as International Journal of Knowledge Management, Logistics Information Management, International Journal of Information Management, European Journal of Operational Research, Expert Systems with Applications, Journal of Computer Information Systems, International Journal of Information Management, International Journal of Information Communication Technologies and Human Development, International Journal of Operations and Production Management, Production and Inventory Management Journal, Business Process Management Journal, International Journal of Commerce and Management, International Journal of Computer Applications in Technology, Cross-Cultural Management, International Journal of Management, Leadership and Organization Development Journal, and Creativity and Innovation Management.
Publications
|
Minwir M Al-Shammari, Noof Y Khalifa.
© 2019. 13 pages.
The purpose of this study is to provide an understanding of the role that transformational leadership plays in innovative work behavior of employees in an IT department of a...
|
|
Minwir Al-Shammari, Hatem Masri.
© 2016. 372 pages.
Societal demands, needs, and perspectives of ethical and socially responsible behavior within business environments are a driving force for corporate self-regulation. As such...
|
|
Minwir Al-Shammari.
© 2012. 315 pages.
Customer-Centric Knowledge Management (CCKM) is needed in order to build good customer relations and to maintain customer satisfaction and loyalty. It includes the management of...
|
|
Minwir Al-Shammari.
© 2012. 22 pages.
|
|
|
Minwir Al-Shammari.
© 2012. 14 pages.
|
|
Minwir Al-Shammari.
© 2011. 424 pages.
Knowledge is evolving in the new economy as a distinctive core competency and as a main source of wealth for many countries as well as companies. Managing knowledge as a...
|
|
Minwir Al-Shammari.
© 2011. 14 pages.
The transition to knowledge-intensive customer-centric enterprise is important, but never easy. Reorganizing people is likely to face critical structural and cultural change...
|
|
Minwir Al-Shammari.
© 2010. 22 pages.
This chapter seeks to develop a model for understanding Knowledge Management (KM) practice in an Arab socio-economic context. To achieve the objectives of the study, a conceptual...
|
|
Minwir Al-Shammari.
© 2009. 386 pages.
Customer knowledge is becoming the new competitive asset in e-business that enables companies to serve each customer in his or her preferred way, and to nurture profitable and...
|
|
Minwir Al-Shammari.
© 2009. 15 pages.
The transition to knowledge-intensive customer-centric enterprise is important, but never easy. Reorganizing people is likely to face critical structural and cultural change...
|
|
|
Minwir Al-Shammari.
© 2009. 30 pages.
In today’s dynamic business environment, change is omnipresent. Organizations have to develop sound change management strategies in order to counter the same. Transition to...
|
|
|
Minwir Al-Shammari.
© 2009. 31 pages.
The only constant in life is change, and business organizations are not different. Environmental uncertainties made transition to knowledge-based economies made establishment of...
|
|
|
Minwir Al-Shammari.
© 2009. 42 pages.
The ability of an organization to compete in rapidly changing business environments is contingent upon its ability to develop competitive strategies that enable leverage of...
|
|
|
Minwir Al-Shammari.
© 2009. 31 pages.
Regardless of the type of organization or operation, the evolving nature of organizational ICT systems helps organizations to live up to changing market dynamics. Although CKM...
|
|
|
Minwir Al-Shammari.
© 2009. 32 pages.
In today’s turbulent and complex business environments, the focus has shifted from products to services. As a result, services have become a new battleground for competition; and...
|
|
|
Minwir Al-Shammari.
© 2009. 22 pages.
The customer is a strategic element in a company’s downstream supply chain. In the new economy, customers, whether they are individual consumers or businesses, are becoming...
|
|
|
Minwir Al-Shammari.
© 2009. 22 pages.
Whether companies are engaged in B2B or B2C transactions, they need to understand their customers. Once customer data are captured and stored in ODSs or DWs, they are then...
|
|
|
Minwir Al-Shammari.
© 2009. 55 pages.
Increasingly, knowledge is becoming a primary engine of growth in the globalized business world and is making nations more competitive as they shift from information-based to...
|
|
|
Minwir Al-Shammari.
© 2009. 45 pages.
Efforts to improve the experience of customers do little to boost customer satisfaction and loyalty if they fail to connect with customers and anticipate their needs. The first...
|
|
|
Minwir Al-Shammari.
© 2009. 20 pages.
Effective development of customer products and/or services requires valid and up-to-date CK in order to target the right customer with the right offering at the right time and...
|
|
|
Minwir Al-Shammari.
© 2009. 22 pages.
The previous chapter focuses on creating value-added products and/or services to customers..As the management of a CKM change is a journey, not a destination, this chapter is...
|
|
Minwir Al-Shammari.
© 2008. 20 pages.
This article seeks to develop a framework for a Knowledge Management (KM) strategy in an emerging economy, viz. the Arab region, and to propose a framework for a successful KM...
|
|
Minwir Al-Shammari.
© 2005. 30 pages.
This case study is aimed at developing an understanding of the various aspects and issues concerning the implementation of a knowledge-enabled customer relationship management...
|