*2.5.2. Role of HRD and knowledge management*

(3) Networking—FMC boasts 50 online networks established to focus on different parts of the business. Any employee can read content shared within a network, but the people who work in the specific area of the operation run or manage the network. One of the networks, the New Hire Network, helps new hires get their questions answered. Team members welcome them, provide responses, and let them know how to find necessary

HRD's role in innovation at FMC Technologies is to support collaboration and community building that contributes to performance through knowledge sharing. The work of HRD is an antecedent to this organization's ability to support its customers' success. FMC Technologies' stance on innovation is girded by formal organizational structures that ensure knowledge

Krungthai Card Public Company Limited (KTC), a consumer finance service provider in Thailand founded in 1996, represents one of the Thai companies, recognized from the Stock Exchange of Thailand, as an innovative organization. KTC was the first Thai financial firm to reform itself into

The company's core values (modern, dynamic, professional, simple, and fun) help KTC build a new corporate identity that differentiates it from its competitors [43]. To manage its identity, the company aligns the five core values with innovation infrastructure capability. The innova‐ tion infrastructure capability, which includes the organization structure, the organizational culture, and leadership style, supports the development of creativity and innovation. KTC's structure is characterized by low levels of hierarchy, high levels of cross‐functional collabo‐ ration, and decentralization of decision making. The KTC corporate culture involves team mission‐based projects, modern and dynamic working styles, and a workplace orientation focused on employee satisfaction. KTC leaders emphasize a people‐oriented management approach and play an important role in managing organizational change related to creative

Regarding KTC's corporate identity, the organization encourages employees to become dynamic and collaborative in order to cope with change in its business markets. KTC assumes that if the company sustains a relaxing learning environment, employees are able to generate

At KTC, creativity in employees is developed through a lively and collaborative learning cli‐ mate. The learning climate is shaped by the five core values that align with the organiza‐ tion's processes and practices. The company primarily focuses on collaborative learning in which employees share their knowledge and skills with their peers through a social com‐ munity. KTC uses this collaborative learning through interactive working processes, such as

sharing, which makes their customers and the company, in turn, successful.

an innovative organization in order to make a difference in its corporate identity.

resources [42].

36 Knowledge Management Strategies and Applications

**2.5. Krungthai Card PCL (KTC)**

and innovative capabilities.

*2.5.1. Learning and innovation*

a high degree of creativity and innovation.

*2.4.2. Summary*

HRD is a bridge between personal creativity and organizational performance through KTC policies, procedures, and practices. HRD strategically supports KTC's identity through the development of employee competencies that are aligned with creativity. KTC uses the knowl‐ edge‐based organization concept to enhance individuals' competency development and create knowledge sharing within the firm [45]. Consequently, HRD at KTC contributes to innovation through a variety of learning perspectives: active training, social learning, as well as coaching and mentoring.

KTC facilitates many active training programs to enhance employees' competence through dynamic learning.The firm provides classroom training and e‐learning programs to develop core, functional, and managerial competencies for its employees. These programs are designed with regard to a dynamic of learning activities and a degree of learners' participation. For example, the HR function implemented a grooming, acting, and voice training program for call center representatives to change their attitudes and make them aware that voice and facial expressions affect their performance when they talk with their clients on the phone [45]. The trainers designed a fun and relaxing environment through demonstration, practice, and a sing‐ ing contest. KTC applied an aesthetic concept to design fun and dynamic training to develop individuals' creativity as well as to enhance morale and work engagement.

Social learning is about learning from others. The most recognized KTC social learning pro‐ gram is "KTC Knowledge Sharing." This program has succeeded with a large number of participants [46]. KTC employees were invited to be speakers who share their knowledge regarding their specialized areas. The knowledge shared focuses not only on the business‐ related content but also on the non‐related business content (e.g., mind‐map writing, health and safety, and fashion).

At KTC, coaching and mentoring are used as informal learning practices, not only to develop individuals' work skills, but also to help them in career and personal enhancement. The for‐ mer CEO, Niwatt Chitalarn, believed that the most important responsibility in managing his employees was to build a leadership team at KTC [47]. His management philosophy was "my control and your control" by performing as a captain pilot who coaches co‐pilots. A captain pilot must function as a leader to provide direction and coordination for his crew. At the right time, a captain pilot should allow co‐pilots to make a decision. He believed that a leader had a responsibility, not only to oversee an organization's performance, but also to develop the leadership team. In consistency with the previous CEO's philosophy, the current CEO, Srimongkol, coaches his executive teams by asking opinions, giving suggestions, then moni‐ toring their performance, and providing feedback on their actions [45].

Under the knowledge‐based organization concept, KTC focuses on learning and develop‐ ment to enhance individuals' capabilities and create practical knowledge sharing within the organization [46]. The firm creates a climate of team learning to move toward its corporate goals.
