Guiding metaphors for knowledge-intensive firms

Arunprasad, P.

doi:10.1108/ijoa-07-2015-0887

Cited by 15 publications

(5 citation statements)

References 102 publications

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“…Individuals with strong learning orientation consider the performance feedback as useful information to improve their skills and knowledge (VandeWalle, 2001). In line with the finding of ArunPrasad (2016) this study affirms that SHRM practices influence the learning orientation and learning competence in UAE retail sector.…”

Section: Discussionsupporting

confidence: 89%

“…Research on SHRM practices and its impact on organizational performance is widely examined by several authors (Huselid, 1995; Mitchell, Obeidat, & Bray, 2013); however, studies exploring the role of SHRM on learning outcomes remain limited (ArunPrasad, 2016; Baker et al , 2022). Our empirical findings provide support for the argument that SHRM practices result in enhanced learning orientation and learning competence at the individual level.…”

Section: Discussionmentioning

confidence: 99%

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Strategic HRM practices, learning orientation and learning competence: study from retail industry

Arunprasad

Dey

Santhanam

et al. 2023

TLO

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Purpose This study aims to examine the effect of strategic human resource management (SHRM) practices on two learning outcomes, learning orientation and learning competence, which past research has seldom examined in the UAE context. SHRM practices consisted of four factors, namely, talent acquisition, learning and development, performance appraisal and developmental pay. Design/methodology/approach Primary data was collected from 285 employees from retail outlets operating in Dubai. Partial least squares regression analysis using the tool, SmartPLS, was used to empirically validate the measurement model and test the structural model. Findings Findings reveal that SHRM practices talent acquisition, learning and development and developmental pay have a positive association with learning orientation, and learning and development and performance appraisal have a positive association with learning competence of employees. The path coefficient and total effects signify that learning orientation acts as a conduit to pass on the effect of the SHRM practices to learning competence. Research limitations/implications The sample considered for the study was from the retail industry. Furthermore, to generalize the findings of this research, cross-national studies should be conducted across various sectors and organizations. Originality/value To the best of the authors’ knowledge, this research study is the first of its kind in retail firms in Dubai (UAE) to empirically test the association of SHRM practices with learning outcomes. Retail outlets can implement SHRM practices to improve learning orientation and learning competence in a highly dynamic operating environment such as retail industry.

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Section: Discussionsupporting

confidence: 89%

Section: Discussionmentioning

confidence: 99%

Strategic HRM practices, learning orientation and learning competence: study from retail industry

Arunprasad

Dey

Santhanam

et al. 2023

TLO

Self Cite

View full text Add to dashboard Cite

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“…HRM effectiveness in general relies on KM practices as well as on standards of management's strategic alignment (people, firm, knowledge) and vice versa, KM has to be examined as a factor effecting HRM performance (Figueiredo et al, 2016). From strategic human resource management point of view, the collection of integral human resource activities support organization's strategy leads to sustain a competitive advantage, and human capital which includes skills, knowledge and behaviors, in addition to organizational capital with routine, systems, and tacit knowledge are the highly cited resources in the resource based literature review, which are obtained over time, and make it so difficult to interpret and imitate by competitors (Arunprasad, 2016).…”

Section: Knowledge Management and Human Resource Managementmentioning

confidence: 99%

“…As proposed by (Bontis & Serenko, 2007), employees' capabilities and performance relies on organizational support (help), coaching, loyalty, experiences, skills and incentive systems. Arunprasad (2016) indicated that strategic human resource management practices are significantly and positively related to knowledge management and learning outcomes. For example, ability and evaluation are the factors that significantly contributed to enhance performance.…”

Section: Knowledge Management and Human Resource Managementmentioning

confidence: 99%

“…Particularly, contribution of KM to HRM is at the top end of value chain as it foremost generate and sustains culture that enhance innovation, creativity and learning, and performance (Thite, 2004). Many studies explored how KM and HRM are strongly connected and influence each other in many fields and provided an empirical support for such a linkage (Akdere, 2009;Arunprasad, 2016;Mir Hamid et al, 2016). Many will be spotlighted in this study; in particular, the effect of knowledge management on human resource management performance.…”

Section: Introductionmentioning

confidence: 99%

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Impact of Knowledge Management (KM) on Human Resource Management (HRM) Performance Based on the ACHIEVE Model in Selected Banks of Amman – Jordan

Khawaldeh¹

2020

IJBM

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The purpose of this study is to explore the influence of knowledge management on human resource management performance based on the ACHIEVE model in selected banks of Amman. The population consisted of 43 employees in 4 Jordanian banks. Data was gathered by a questionnaire according to performance factors of ACHIEVE model. To identify and get rid of irrelevant variables, reliability analysis was conducted. The Kolmogorov-Smirnov normality test was used to examine if variables are normally distributed. As the dependent variable being measured is ordinal, the Friedman test was performed. Furthermore, one-sample t-tests were conducted to investigate the influence of KM on HRM performance. In light of results, KM is significantly impact HRM performance. According to ACHIEVE model, Out of 5 factors, 4 of them were affected by KM with varying degrees. The incentive was the highest factor impact of KM, while an environment is the lowest. The research presents managerial guidance for decision making to develop HRM performance factors, in addition to many theoretical and practical implications. In the end, directions for further research are also included.

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Inevitable knowledge strategy

Arunprasad

2017

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Purpose The purpose of this paper is to determine the impact of strategic human resource management (HRM) practices and knowledge strategies on the performance of a sample of software companies in India. Design/methodology/approach The sample chosen for this study was software professionals in India; the software companies were chosen based on their listing in the NASSCOM annual report, with financial turnover as the basis for classification. In order to measure the tangible and intangible outcomes, instruments used in this study include financial and non-economic performance. Findings As per the contingency approach, the fit between strategic HRM practices (staffing, general training, specific training, performance appraisal, performance feedback, reward and compensation and employee development) and knowledge strategy dimensions (consolidator, transformer and co-inventor) was observed and the results revealed that the moderation effect has had a positive impact on the firms’ performance. Practical implications Investment in specific developmental programs for high-potential employees and quick learners will make knowledge-intensive firms financially sound in the long run. Through an appropriate reward strategy, employees who are capable of lateral and innovative thinking at work can be engaged in consistently delivering quality projects, which will have a significant positive impact on overall project costs and the financial performance of the firm. Originality/value The proposed model in this study can enhance a firm’s performance, provided the firm adopts a specific knowledge strategy and coherently aligns it with strategic HRM practices to achieve a sustained competitive advantage.

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Guiding metaphors for knowledge-intensive firms

Cited by 15 publications

References 102 publications

Strategic HRM practices, learning orientation and learning competence: study from retail industry

Strategic HRM practices, learning orientation and learning competence: study from retail industry

Impact of Knowledge Management (KM) on Human Resource Management (HRM) Performance Based on the ACHIEVE Model in Selected Banks of Amman – Jordan

Inevitable knowledge strategy

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