Fostering Knowledge Transfer through High- Performance HRM Practices: The Mediating Role of Affective Commitment

Abstract

Due to the importance of knowledge transfer in enhancing competitive advantage of firms, organizations are increasingly developing strategies for effective knowledge transfer. This study examined the relationship between high-performance HRM and knowledge transfer as well as the mediating effect of affective commitment on this relationship. The study is based on data from 136 mangers drawn from six banks in Nigeria. Through the use of regression analysis and mediation analysis using PROCESS macros, we report a positive relationship between highperformance HRM and knowledge transfer. We also found a positive relationship between affective commitment and knowledge transfer. In turn, affective commitment mediated the relationship between high-performance HRM and knowledge transfer. The study therefore concluded that highperformance HRM contributes to knowledge transfer directly and indirectly through affective commitment.

Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

“…Collins and Smith (2006) assert that HRM practices that are commitment-oriented could facilitate the exchange of knowledge amongst employees by creating organisational social climates of trust, cooperation and shared language. A recent study by Ikyanyon and Ode (2017) empirically reveals a mediation role of OC between a bundle of high-performance HRM practices (e.g. staffing, employee involvement, training and development and developmental performance appraisal (PA)) and KT.…”

“…While the mediating role of OC in HRM practices-KT linkage has already been acknowledged in the recent literature (Martin-Perez and Martin-Cruz, 2015;Ikyanyon and Ode, 2017), this research area is arguably limited in several ways. Notably, prior empirical studies lack clarity regarding the conceptualisation of KT, whereby the researchers (Ikyanyon and Ode, 2017) seem to be operationalising KT similarly with a different but interrelated concept, knowledge sharing (KS). In essence, KS entails the process of giving and collecting knowledge (van den Hoof VJIKMS 53,4 and de Ridder, 2004) and has recently been argued to be one of the crucial components of KT (Tangaraja et al, 2016).…”

“…Providing such supportive work conditions is particularly important in managing knowledge workers, who have the discretion to use and share their knowledge and have a high tendency to resist conventional "command and control" style management (Drucker, 1988). Additionally, compared to Fostering knowledge transfer existing studies (Martin-Perez and Martin-Cruz, 2015;Ikyanyon and Ode, 2017), this paper delves into the multi-dimensionality nature of OCaffective, normative and continuance commitment. Specifically, this paper looks into how the three different components of OC affect the two behavioural components of KT and consider how specific HCHRM practices could develop these different components of OC.…”

“…Arguably, instilling organisational commitment (OC) amongst employees – particularly knowledge workers who possess much organisational knowledge – could be a crucial mechanism to foster KT. While the mediating role of OC in HRM practices-KT linkage has already been acknowledged in the recent literature (Martin-Perez and Martin-Cruz, 2015; Ikyanyon and Ode, 2017), this research area is arguably limited in several ways. Notably, prior empirical studies lack clarity regarding the conceptualisation of KT, whereby the researchers (Ikyanyon and Ode, 2017) seem to be operationalising KT similarly with a different but interrelated concept, knowledge sharing (KS).…”

Implications of Globalized Human Resource Management Practices in Organizations in Pakistan - An Academic Perspective

“…Globalization is often taken as a driving force for growth and expansion, and has a prime role of supporting and motivating developing countries (Ikyanyon & Ode, 2017). The main direction of change is seen as from 'traditional' employment security and seniority-based systems of employee resourcing and rewarding, towards 'newer' flexible and performance-based ones.…”