Purpose/ Background The key resource for value creation in ambulatory healthcare is knowledge. Providers of ambulatory care are faced with knowledge-related challenges: Increasingly complex disease patterns and rapid medical innovation overwhelm their capacity to identify, generate, integrate, modify, diffuse and apply relevant knowledge. This results in reduced quality of care. Nevertheless, knowledge-based value creation has not been widely explored in ambulatory healthcare. Several research gaps explain: There are few publications regarding tools and methods for the management of knowledge resources in this context. Furthermore, the causal links between knowledge and organizational outcomes has not been theorized. A third major gap in the literature is the non-existence of frameworks for measuring knowledge-induced ambulatory healthcare performance. Against this backdrop, this dissertation attempts to answer the following overarching question: How can knowledge-based value creation be managed and measured in ambulatory healthcare? Design/ Methodology/ Approach This cumulative dissertation adopts a mixed-methods approach, i.e., each of the four included publications adopts a methodological approach appropriate to its topic and research question. The first publication narratively reviews major developments in Intellectual Capital (IC) and Knowledge Management theory. It benchmarks the new industry standard on Knowledge Management Systems (ISO 30401) against the previous literature by means of document analysis. Thereby it summarizes the state of research and practice regarding knowledge-based value creation. The second publication takes the form of a systematic literature review. In line with the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines, it summarizes the literature on Knowledge Management and performance in ambulatory healthcare. It compiles an overview of Knowledge Management practices which have been studied in the literature. Furthermore, it lists the indicators used to measure the impact of Knowledge Management on ambulatory healthcare performance and assesses their usefulness for further research and practice. The third publication explores the Knowledge Management-performance relationship by means of qualitative data analysis. Based on interviews with stakeholders from the ambulatory healthcare context, a toolbox of human-centered Knowledge Management methods and technical Knowledge Management tools for ambulatory healthcare is compiled. A conceptual model of the causal links between knowledge and organizational value creation is derived. The fourth and final publication uses social network analysis to measure Relational Capital in referrer networks of medical specialists in ambulatory settings. Using inferential statistics, it correlates Relational Capital with the economic performance of healthcare providers.   Findings The first publication shows that the “ISO 30401:2018 Knowledge Management Systems” standard successfully integrates the broad and heterogenous extant literature on Intellectual Capital and Knowledge Management. The standard creates a common language for this research field and provides guidelines for Knowledge Management Systems across geographical, industry and organizational settings. As it is intentionally neutral with regards to concrete Knowledge Management tools and methods, the challenge lies in the implementation of the standard in practice. The second publication is a systematic literature review on Knowledge Management and its effects on the performance of ambulatory healthcare providers. It reveals that the previous literature is narrowly focused on 6 types of Knowledge Management practices, namely Electronic Health Records, Health Information Systems, Clinical Decision Support Systems, Trainings, Communities of Practice and bundles of firm-specific Knowledge Management initiatives (“multi-faceted interventions”). In previous publications, these tools and methods were mostly studied in relation to healthcare quality, while other outcomes like financial performance, staff engagement and patient satisfaction were neglected. The third publication, an interview-based conceptual study, paints a different picture than the literature review. Practitioners use a much broader range of Knowledge Management initiatives than those studied in the literature. Specifically, self-learning tools such as apps and podcasts as well as immersive training sessions are used by ambulatory healthcare providers. Also, technical gadgets for speech recognition and automated data processing are used. Sector stakeholders also relate Knowledge Management initiatives to a much wider set of outcome dimensions than the academic literature. Financial performance, staff engagement and client (patient/ referrer) satisfaction were named as distal outcomes. According to the interviewees in the study, Knowledge Management initiatives have direct causal connections with these outcomes as well as indirect connections mediated by quality and efficiency. The fourth publication shows that Relational Capital in social-professional networks of medical specialists can be measured by social network metrics (degree, density, relative betweenness centrality, referrer concentration). Furthermore, empirical support for the relationship between the Relational Capital and economic performance of medical specialist offices is provided. Originality/ Value In summary, this thesis makes three key contributions to research: Firstly, it provides an overview of human-centered Knowledge Management methods and technical Knowledge Management tools for the ambulatory healthcare context. Secondly, it sheds light on the causal links between knowledge resources and value/performance delivered by ambulatory healthcare providers. Thirdly, it develops a measurement framework for Relational Capital. Finally, it points out a range of research questions worth exploring.:1 Introduction 1 2 Theoretical Premises 5 2.1 Definitions 5 2.1.1 Ambulatory Healthcare 5 2.1.2 Value in Ambulatory Healthcare 9 2.1.3 Knowledge 11 2.1.4 Knowledge Management 12 2.1.5 Intellectual Capital 18 2.2 The Resource-based View of the Firm 21 2.2.1 Historic Development 21 2.2.2 Key Criticisms 24 2.2.3 Applicability of the Resource-based View to Healthcare 24 2.3 Intellectual Capital Theory 27 2.3.1 Historical Development of Intellectual Capital Theory 27 2.3.2 Intellectual Capital Theory in (Ambulatory) Healthcare 37 2.3.3 Criteria for Constructing and Assessing Intellectual Capital Measurement and Management Frameworks 39 2.4 Knowledge Management Theory 41 2.4.1 Development of Knowledge Management Theory 41 2.4.2 Knowledge Management Theory in (Ambulatory) Healthcare 50 2.4.3 Criteria for Constructing and Assessing Knowledge Management and Measurement Frameworks 51 3 Methodology and Data 53 3.1 Thesis: Mixed Methods Approach 53 3.2 Methodology Publication 1: Narrative Review and Document Analysis 55 3.2.1 Methodological Considerations 55 3.2.2 Data and Analyses 56 3.2.3 Trustworthiness 56 3.2.4 Methodological Issues 56 3.3 Methodology Publication 2: Structured Literature Review 57 3.3.1 Methodological Considerations 57 3.3.2 Sampling and Data Collection 58 3.3.3 Trustworthiness 61 3.3.4 Methodological Issues 61 3.4 Methodology Publication 3: Interview-based Qualitative Data Analysis 63 3.4.1 Methodological Considerations 63 3.4.2 Interview Guide Development 63 3.4.3 Sampling and Data Collection 64 3.4.4 Analyses 66 3.4.5 Trustworthiness 67 3.4.6 Methodological Issues 67 3.5 Methodology Publication 4: Social Network Analysis and Inferential Statistics 69 3.5.1 Methodological Considerations 69 3.5.2 Metric Choice 69 3.5.3 Network Construction 73 3.5.4 Regression Methodology 73 3.5.5 Model Specification 76 3.5.6 Database and Software 82 3.5.7 Reliability and Validity 82 3.5.8 Methodological Issues 82 4 Publication 1: The ISO 30401 Knowledge Management Systems Standard – A New Framework for Value Creation and Research? 83 4.1 Abstract 83 4.1.1 Purpose 83 4.1.2 Design/ Methodology/ Approach 83 4.1.3 Findings 83 4.1.4 Originality/ Value 83 4.2 Introduction 84 4.3 Theoretical Background 85 4.3.1 Roots of Knowledge Management Theory 85 4.3.2 Knowledge and Value – the Resource-based View (before 1991) 86 4.3.3 Theory Development in the 1990s 86 4.3.4 Theoretical Diversification and Empirical Testing in the 2000s 88 4.3.5 Consolidation in the 2010s 88 4.3.6 Approaches to the ISO 30401 89 4.4 Structure and Content of the ISO 30401 – Knowledge Management Systems Standard 90 4.4.1 Structure of the ISO 30401 90 4.4.2 Knowledge Management System Requirements According to ISO 30401 90 4.4.3 Features of the Organizational Context Supporting the Knowledge Management System 93 4.4.4 Non-requirement Statements 93 4.5 Looking Back: Benchmarking the ISO 30401 Against the Literature 94 4.5.1 Nature of Knowledge Management 94 4.5.2 Knowledge Management Practices 95 4.5.3 Knowledge Management Enablers 97 4.5.4 Knowledge and Value Creation 99 4.6 Looking Forward: Maximizing Knowledge-based Value Creation 100 4.6.1 Operationalize the ISO 30401 Based on Empirical Evidence 100 4.6.2 Leverage Effects of Standardization on the Organization 101 4.6.3 Consider Market Forces 101 4.7 Conclusions 102 4.7.1 Synthesis of Findings 102 4.7.2 Contribution and Limitations 102 5 Publication 2: Knowledge Management as a Driver of Performance in Ambulatory Healthcare – a Systematic Literature Review Through an Intellectual Capital Lens 104 5.1 Abstract 104 5.1.1 Purpose 104 5.1.2 Design/ Methodology/ Approach 104 5.1.3 Findings 104 5.1.4 Originality/ Value 104 5.2 Introduction 105 5.3 Methods 106 5.3.1 Data Sources and Search Strategy 106 5.3.2 Quality Assessment Strategy 107 5.3.3 Inclusion and Exclusion Criteria 107 5.3.4 Data Extraction Methods 108 5.4 Findings 108 5.4.1 Search Results 108 5.4.2 Types of Knowledge Management Initiatives and Knowledge Management Impact on Intellectual Capital 109 5.4.3 Performance Dimensions, Indicators and Impact 133 5.4.4 Relevance, Validity and Feasibility of Indicators 134 5.5 Discussion 135 5.5.1 What Knowledge Management initiatives have been used by ambulatory healthcare providers and how do they influence Intellectual Capital? 135 5.5.2 How has Knowledge Management-induced performance been operationalized in ambulatory healthcare and what impact of Knowledge Management on performance has been observed? 136 5.5.3 How suitable are the indicators used in the literature for further research on Knowledge Management, Intellectual Capital and performance in ambulatory healthcare settings? 137 5.5.4 Implications for Research 138 5.5.5 Implications for Practice 139 5.5.6 Limitations 139 6 Publication 3: Developing a Conceptual Model for Knowledge Management and Organizational Success in Ambulatory Healthcare 140 6.1 Abstract 140 6.1.1 Purpose 140 6.1.2 Design/ Methodology/ Approach 140 6.1.3 Findings 140 6.1.4 Originality/ value 140 6.2 Introduction 141 6.3 Related Literature 142 6.3.1 Definition: Fluid Nature of Knowledge 142 6.3.2 Definition: Business Process-Oriented Knowledge Management 142 6.3.3 Knowledge Management in Ambulatory Healthcare 143 6.4 Methodology 144 6.4.1 Sample: Two Sets of Semi-structured Interviews 144 6.4.2 Method: Qualitative Content Analysis (“Coding”) 145 6.5 Findings 145 6.5.1 Process-oriented Taxonomy of Knowledge Management Methods and Tools for Ambulatory Healthcare 145 6.5.2 Conceptual Model of Knowledge Management-induced Ambulatory Healthcare Performance 149 6.6 Discussion 154 6.7 Conclusion 156 7 Publication 4: Relational Capital in Referrer Networks of Medical Specialists in Office Settings 158 7.1 Abstract 158 7.1.1 Purpose 158 7.1.2 Design/ Methodology/ Approach 158 7.1.3 Findings 158 7.1.4 Originality 158 7.2 Introduction 159 7.3 Literature-based Hypothesis Development and Variable Selection 161 7.3.1 Dependent Variable: Economic Performance 162 7.3.2 Independent Variables: Network Characteristics 162 7.3.3 Control Variables: Characteristics of the Organization 166 7.4 Methods 167 7.4.1 Data Source 167 7.4.2 Constructing Medical Specialists’ Networks 167 7.4.3 Statistical Analyses 168 7.5 Findings 168 7.5.1 Sample Characteristics and Descriptive Statistics 168 7.5.2 Correlation of Network Characteristics with Practice Performance 170 7.6 Discussion 173 7.7 Conclusion 174 7.7.1 Contributions to the Literature 174 7.7.2 Implications for Practice 174 7.7.3 Limitations 175 7.7.4 Opportunities for Future Research 176 8 Discussion and Conclusion 177 8.1 Summary of the Results of the Thesis 177 8.2 Contributions to Research 178 8.2.1 Topic 1: Management of Knowledge Resources 178 8.2.2 Topic 2: Knowledge and Value Creation 179 8.2.3 Topic 3: Knowledge (Performance) Measurement 180 8.3 Implications for Practice 181 8.4 Limitations 183 8.5 Opportunities for Future Research 183 8.6 Conclusion 185 9 Appendix I: Questionnaire for Publication 3 (Physician Version) 186 10 Appendix II: Code Counts from the Second Interview Cycle (Publication 3) 192 11 Publication bibliography 198

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<p>The processes that link High Performance Work System (HPWS) practices and organizational performance are not fully understood. Using resource-based theory, this research focuses on training, by separating it from other HPWS practices, and human capital development as a source of sustained competitive advantage. The first purpose of my research is to examine the relationships between the HPWS practice of training, innovation, and organizational performance, and look at the mediating effect of innovation over time at the workplace level. The results indicate that the temporal pathway from training to innovation to organizational performance is positive and significant even after controlling for reverse-causality. Strategic activity is also explored and is found to be a significant moderator. This study contributes to knowledge by identifying the importance of aligning business strategy with training, as well as other HPWS practices and innovation to achieve improved organizational performance outcomes. The second purpose of this research is to explore the factors that act to expand or limit the HPWS practice of training, with a focus on the outcomes of employers' decisions to offer training, employees' decisions to accept or decline training, and the job-related training received by employees. The results indicate that the employee-level factors: participating in HPWS practices, use of technology, and using new technology are significant contributors to employers' decisions to offer and employees' receipt of training. Further, employees' perception of the existence of a gap between the skills required for the job and their current skills contributes to employees accepting employer offers of training.</p> / Doctor of Philosophy (PhD)

Cílem disertace je ověřit existenci vztahu mezi využitím analytických nástrojů strategického řízení a výkonností podniků. Za tímto účelem bylo třeba nejdříve definovat množinu analytických nástrojů strategického řízení, které jsou v soudobé praxi našich firem nejčastěji používané a nalézt způsob, kterým lze hodnotit výkonnost podniků. K tomuto účelu byly připraveny dva výzkumy: výsledkem prvního bylo zjištění nejčastěji používaných analytických nástrojů strategického řízení a faktorů, které jejich využití ovlivňují, t.j. jejich znalost, spokojenost s nimi a velikost podniků. Výsledkem druhého výzkumu bylo navržení nového způsobu multikriteriálního hodnocení podnikového výkonu. Pomocí analýzy hlavních komponent (principal component analysis) byly definovány čtyři skupiny ukazatelů, které umožňují komplexní posouzení podnikového výkonu: ukazatele finanční výkonnosti, konkurenční pozice, orientace na zákazníky a organizační integrity. S použitím regresní analýzy (stepwise regression analysis) byl prokázán pozitivní vliv využití analytických nástrojů strategického řízení na výkonnost podniků.

Thesis (MBA)--Stellenbosch University, 2001. / The aim of this study was to review the current status of the Performance Management system at Amatola District Council. A study of material and a case study on the implementation of the system at Amatola District Council is described. The performance management model designed by Good People Management has been applied and described in the text. The research results indicate that the majority of staff supports and understand the process. However, feedback and the attitudes of female employees thereof are highlighting red signals. This creates a completely new area of research of which the writer is only highlighting the issue for further research. Linking of performance management with compensation comes up as an issue, understandably so because the Council has agreed not to link the two processes. Recommendations on how to improve the system have been put forward.

「中華人民共和國勞動合同法」於2008年1月1日施行，導致企業用人成本提高，於是企業開始採取一些變革策略，這些策略包括1.全盤接受2.廠區內遷3.招聘退休人員4.自動化及工作外包5.遇缺不補或凍結人事6.要求員工辭職7.裁員8.勞動契約到期不續簽9.提前簽定勞動契約10.轉移員工至派遣公司11.歇業12.關廠13.外移14.棄廠潛逃等。本研究依照「接受法令」的程度，將14項變革策略分為『接受法令』、『接受但有措施因應』、『閃躲法令規定』及『不接受規定』等四類，總計收集大陸台商及員工有效樣本168份，並進行這四類在員工心理契約、組織承諾、組織核心競爭力、及組織績效量表上的信效度分析、變異數分析、及事後考驗，希冀可以作為政策發展者及企業決策者之重要參考。 / 本研究結果顯示：1.各量表之信效度頗高，在心理契約、組織核心競爭力、與組織績效方面，『接受法令』組顯著地優於『閃躲法令規定』組。2.在心理契約及組織績效方面，『接受法令』組的分數也顯著地比『接受但有措施因應』組及『不接受規定』組為佳。3.若將『接受法令』、『接受但有措施因應』歸為接受組，『閃躲法令規定』及『不接受規定』歸為拒絕組時，接受與拒絕組在員工心理契約、組織核心競爭力、及組織績效皆有顯著的差異。最後，研究者嘗試提出「變革策略之競爭力模式」。 / 總而言之，本研究結果支持心理契約、組織承諾對組織核心競爭力、及組織績效的影響，且亦支持組織核心競爭力對組織績效的影響。另外，建議後續研究者或可配合人力銀行或中國學術研究單位，再進一步進行縱貫性研究。最後本研究提出後續學術研究與實務應用之建議。 / "Labor Contract Law" in People's Republic of China was implemented on January 1, 2008. Since this Law, the corporate was increased personnel costs and started taking some change strategies. These change strategies including: 1.Entirely accept 2.Moving the factories to inland 3.Recruiting retirees 4.Automation and job-outsourcing 5. Recruiting freeze 6.Asking Staff for resignation 7.Layoff 8.Contratct un-renewed 9.Signing contracts before the Law was implemented 10.Transfering staffs to temporary worker services 11.Shutting down the business 12.Closing factories 13.Relocation 14. Abandoning factories and absconding. According to the degrees of “acceptance of the Law”, this study divided these change strategies into four categories, including “Accept”, “Accept, but taking actions”, “Dodging the Law by taking actions”, and “Un-accept”. / This study collected 168 samples, and used ANOVA and post-tests to know how these strategies can influence on employees’ psychological contract, employees’ organizational commitment, organizational core competitiveness and organizational performance. / According to the results of this study: 1.the reliability and validity of the scales were high, and the scores of “Accept” in employees’ psychological contract, organizational core competitiveness, and organizational performance were significantly higher than the scores of “Dodging the Law by taking actions”; 2.the scores of “Accept” in employees’ psychological contract and organizational performance were significantly higher than the scores of “Accept, but taking actions” and “Un-accept”; 3.when author divided these four categories into accept group and refuse group, there are significant difference between the scores of employees’ psychological contract, organizational core competitiveness, and organizational performance. Finally, “Organization change of competitiveness model” was proposed. / In summary, this study showed that employees’ psychological contract and organizational commitment do have the influence to organizational core competitiveness and organizational performance. It also showed that the organizational core competitiveness can influence the organizational performance. In conclusion, the model of this study and substantial suggestions were proposed for follow-up academic studies and practical applications.

Notre recherche a pour but d’étudier la relation entre le roulement du personnel et la performance organisationnelle tout en mettant en évidence l’effet modérateur des pratiques de gestion des ressources humaines (GRH). De type empirique, cette étude utilise des données provenant de 241 caisses populaires Desjardins faisant partie de la Fédération des caisses Desjardins de Montréal et de l’Ouest-du-Québec dans le secteur bancaire. Notre étude repose sur les fondements théoriques d’Arthur (1994) et de Guthrie (2001) qui soutiennent qu’un roulement élevé dans les organisations diminue la performance organisationnelle. De plus, ces auteurs soutiennent que la stratégie de gestion des ressources humaines (GRH) adoptée par les organisations intervient dans le lien entre le roulement du personnel et la performance organisationnelle. C’est ainsi que, plus les organisations investissent dans leurs pratiques de GRH, plus les départs d’employés seront coûteux car celles-ci perdront alors les investissements faits et les retours attendus, ce qui affectera encore plus négativement la performance organisationnelle. C’est pourquoi, il apparaît nécessaire et intéressant de prendre en compte la gestion des ressources humaines comme contexte dans l’étude du lien entre le roulement du personnel et la performance organisationnelle. Nos résultats montrent que le roulement du personnel influence la performance organisationnelle. Plus particulièrement, nous constatons que le roulement du personnel diminue la productivité et augmente les coûts. Qui plus est, nos analyses ont décelé un effet modérateur des pratiques GRH. En effet, nous observons que l’impact du roulement du personnel sur la performance organisationnelle est plus nuisible pour les entreprises lorsque celles-ci implantent plus de pratiques de mobilisation. De plus, on observe que l’impact du roulement du personnel sur la performance organisationnelle est atténué lorsque les entreprises implantent plus de pratiques d’implication. Cette étude illustre bien la pertinence de tenir compte de la gestion des ressources humaines implantée dans les organisations afin d’expliquer de l’impact du roulement du personnel sur la performance organisationnelle. Ainsi, cette étude permet aux gestionnaires de mieux saisir l’effet du roulement du personnel sur la performance organisationnelle et de les aider à adopter les stratégies ressources humaines adéquates susceptibles d’influencer l’impact du roulement sur la performance de l’organisation. Mots clés : roulement, taux de roulement, performance organisationnelle, gestion des ressources humaines, productivité, efficience, rentabilité. / The purpose of this study is to examine the relationship between turnover and organizational performance, as well as to highlight the moderating effect of human resources practices on this relationship. This empirical research is based on sample of 241 Desjardins caisses populaires establishments, members of la Fédération des caisses Desjardins of Montréal and West of Québec in credit union sector. This study uses the theoretical framework of Arthur (1994) and Guthrie (2001) which suggests that turnover has a negative effect on organizational performance. Moreover, these authors suggest that human resources strategies will moderate in the relationship between turnover and organizational performance. In fact, the more organizations invest in human resources practices, the more employees’ departures are expensive because organizations lose this investment and the expected benefits related to it, which will, in return, affect organizational performance. Therefore, it would be relevant to consider the human resources strategies in the relationship between turnover and organizational performance. The results of the present study show a negative relationship between turnover and organizational performance. More precisely, we notice that turnover decreases productivity and increases costs. The moderating effect of human resources practices was significant. In fact, the effect between turnover and organizational performance is more negative when “commitment” human resources practices are implemented. Also, the association between turnover and organizational performance is attenuated when “involvement” human resources practices are implemented. This study illustrates the importance to consider human resources strategies in the organization to better qualify the impact of turnover on organizational performance. Therefore, this study might help management to adjust their human resources strategies to influence the impact of turnover on organizational performance. Key words: quit rate, turnover, organizational performance, human resources management, productivity, financial profit.

La présente recherche a comme premier objectif d’étudier l’effet de la formation des ressources humaines sur la performance organisationnelle. Le concept de formation des ressources humaines, tel que considérée ici, comporte deux dimensions : l’intensité et l’incidence de la formation mesurées respectivement par la proportion des coûts investis et par la proportion d’employés formés. Les dimensions de la performance organisationnelle retenues sont la productivité et la rentabilité financière. Le second objectif de cette recherche est d’étudier l’effet modérateur du roulement du personnel dans la relation entre la formation et la performance organisationnelle. Les données de la présente recherche sont de nature secondaire. Il s’agit des données colligées par Jalette (1998) auprès de la Fédération des Caisses Desjardins de Montréal et de l’Ouest-du-Québec pour sa thèse de doctorat. Au total, 288 caisses ont été considérées pour la présente étude. Les analyses de régression multiple ont été effectuées dans le but de vérifier l’effet de chaque dimension de la formation sur chaque dimension de la performance organisationnelle. Quatre analyses de régression hiérarchiques nous ont permis de tester l’effet modérateur du roulement du personnel dans la relation entre la formation des ressources humaines et la performance organisationnelle. Les résultats de cette recherche indiquent que les relations examinées sont plus complexes qu’il n’y paraissait à première vue. Tout d’abord, l’effet de la formation sur la performance organisationnelle n’était pas significatif ou allait dans le sens contraire de nos attentes. Par contre, un effet modérateur significatif du roulement du personnel a été identifié dans trois régressions. Ainsi, la relation négative entre l’intensité de la formation et la rentabilité financière est moins prononcée dans un milieu où le roulement est élevé que dans un milieu où il est faible. Aussi, dans un milieu où le roulement est élevé, la relation entre l’incidence de la formation et la productivité est positive tandis qu’elle est négative dans un contexte où le roulement est bas. Ces deux effets modérateurs vont cependant dans le sens contraire à celui attendu. Cependant, l’hypothèse huit a été vérifiée : ainsi, dans un contexte où le roulement du personnel est élevé, la relation entre l’incidence de la formation et la rentabilité financière est négative tandis qu’elle est positive dans un contexte où le roulement est bas. / The first objective of the present research is to study the association between human resources training and organizational performance. The concept of human resources training, as considered in this study, includes two dimensions: intensity and incidence of training, respectively measured by the proportion of wage bills spent on training and the proportion of employees trained. The dimensions of organizational performance considered are the productivity and the financial profit. The second objective of this research is to study the moderating effect of the turnover in the relationship between training and organizational performance. The data in the present study were collected by Jalette (1998) during his doctoral studies. This data contain information collected from the Federation of Desjardins establishments from Montreal and West of Quebec. A total of 288 establishments were considered for this study. Regression analyses were conducted to verify if each of our dimensions of training has an effect on each dimension of organizational performance. We also tested, with four regression analyses, the presence of a moderating effect of turnover in the relationship between human resources training and organizational performance. The results of the present study indicate that the examined relations are more complex than they initially seemed to be. First of all, the effect of training on organizational performance was not significant or was contrary to our expectations. On the contrary, a significant moderating effect of turnover was identified in three regressions. In fact, the negative relation between intensity of training and financial profit is less pronounced in an environment where turnover is high compared to an environment where turnover is low. Also, in an environment where turnover is high, the relation between incidence of training and productivity is positive but it is negative in an environment where turnover is low. These two moderating effects are in the opposite direction than what we expected. However, our eighth hypothesis was verified : in an environment where turnover is high, the relation between incidence of training and financial profit is negative while it is positive in a context where turnover is low.

Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations.   Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side.   Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire.   Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance   Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.