Human resource management impact on knowledge management

Figueiredo, Elisa; Pais, Leonor; Monteiro, Samuel; Mónico, Lisete

doi:10.1108/jstp-12-2014-0269

Cited by 23 publications

(37 citation statements)

References 70 publications

(68 reference statements)

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“…Managing knowledge effectively is as a significant factor in innovating faster and better than competitors [4][5][6]. Human resource management (HRM) practices-major contributor to organizations' competitive advantage-should be utilized to manage organizational human assets through facilitating the development of competencies that generate organizational knowledge [4,5,[7][8][9]. Ananthram et al [3] suggested that a new paradigm of HRM is evolving towards "strategic human assets" theory in pursuit of firm global competitive advantage.…”

mentioning

confidence: 99%

Aligning Human Resource Management with Knowledge Management for Better Organizational Performance: How Human Resource Practices Support Knowledge Management Strategies?

El-Farr¹,

Hosseingholizadeh²

2019

Current Issues in Knowledge Management

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Contributing to the HR-approach to knowledge management (KM), this chapter aims at outlining the role of human resource management (HRM) in supporting KM through utilizing the theoretical and empirical literature. The article is divided into two sections. The first section presents various knowledge concepts, KM perspectives and KM strategies. This section ends up by linking these topics in a KM sequential model which helps us to track the philosophical underpinnings and perspectives of each KM strategy. The second section investigates various HR orientations and HR practices and situates their differing contextual characteristics under each KM strategy. It aligns various HR practices with different KM strategies; suggesting that HRM is most effective as a combination of practices that are consistent and sharpened in supporting each KM strategy, which is part of the organizational strategy. The debated practices are recruitment and selection, compensation management, training and development, performance management, retention management and career management. Each of those practices is speculated to alter based on the chosen KM strategy; presenting a framework that is useful for practitioners and academics alike. The review ends up by identifying some research gaps and opportunities to be carried out in future studies. Those research gaps, if addressed, will extend our understanding of KM and the supporting role HRM. Keywords: knowledge management, human resource management, organizational strategyCurrent Issues in Knowledge Management 2 in human assets. Managing knowledge effectively is as a significant factor in innovating faster and better than competitors [4][5][6]. Human resource management (HRM) practices-major contributor to organizations' competitive advantage-should be utilized to manage organizational human assets through facilitating the development of competencies that generate organizational knowledge [4,5,[7][8][9]. Ananthram et al. [3] suggested that a new paradigm of HRM is evolving towards "strategic human assets" theory in pursuit of firm global competitive advantage. This paradigm is built on two pillars: strategic agility and knowledge management (KM). However, much of the literature of KM continues to reflect a techno-centric focus, similar to that of information management, which in essence regards knowledge as an entity that can be captured, manipulated and leveraged. This is a limited and ultimately hazardous perception [4]. It is widely accepted that "it is not technology, but the art of humanand humane-management" that is the continuing challenge for executives [5]. In this regard, Gloet [4] illustrated a revitalization of the HRM function to respond to the demands of the knowledge economy, looking both within and outside the organization. The traditional focus on managing people has been broadened to managing organizational capabilities, relationships, learning and knowledge. Banerjee [6] also believes that we must look beyond human capital to a more sustainable and holistic view of ind...

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confidence: 99%

Aligning Human Resource Management with Knowledge Management for Better Organizational Performance: How Human Resource Practices Support Knowledge Management Strategies?

El-Farr¹,

Hosseingholizadeh²

2019

Current Issues in Knowledge Management

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“…This study is based on previous work which state that the practices of knowledge exploration and exploitation are guided by organizational values focused on the management and development of human resources (Figueiredo et al, 2016;Zangiski et al, 2013;Bontis & Serenko, 2007), collaborative leadership practices Gonzalez, R. V. D. et al Gest. Prod., São Carlos, v. 25, n. 1, p. 1-15, 2018 ( Analoui et al, 2012;Politis, 2001), learning culture (Donate & Guadamillas, 2011;Ma et al, 2014), autonomy (Lee & Choi, 2003;Ho et al, 2014) and IT systems (Bansler & Havn, 2004;Xue et al, 2011).…”

Section: Discussionmentioning

confidence: 99%

“…KM initiatives depend on the willingness of people to share their knowledge and expertise (Quigley et al, 2007). No organization can generate knowledge without qualified employees (Figueiredo et al, 2016). Team members are the central element of the process of creation and use of knowledge, being the organization's duty to create mechanisms to develop and stimulate these processes (Figueiredo et al, 2016).…”

Section: Human Resource Managementmentioning

confidence: 99%

“…No organization can generate knowledge without qualified employees (Figueiredo et al, 2016). Team members are the central element of the process of creation and use of knowledge, being the organization's duty to create mechanisms to develop and stimulate these processes (Figueiredo et al, 2016). In this context, HRM faces new and complex challenges.…”

Section: Human Resource Managementmentioning

confidence: 99%

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Inovação por exploração e explotação do conhecimento: um estudo empírico do setor automobilístico

Gonzalez

Melo

2017

Gest. Prod.

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Palavras-chave: Exploração do conhecimento; Explotação do conhecimento; Gestão do conhecimento; Inovação; Indústria automobilística.Abstract: In face of dynamic environment, such as the automotive sector, organizations are challenged to establish strategic flexibility through innovations, which require knowledge exploration and exploitation. Previous studies point out that the combination of knowledge exploration and exploitation is the ideal strategy for innovation since it will lead organizations to access new technologies and refine and improve the dominant technology through the exploitation of primary knowledge. Most studies on the subject focus their contributions on analyzing the impact of knowledge management initiatives and the knowledge exploration and exploitation on the company's innovative and financial performance; however, few studies have investigated the organizational factors that sustain the knowledge exploration and exploitation. The research results show that the processes of exploration and exploitation are impacted differently by five contextual factors considered in this research (human resource management, collaborative leadership, learning culture, autonomy and information technology (IT) systems). While exploration is most impacted by a learning culture, autonomy and IT systems, exploitation is closer related to collaborative leadership and learning culture.

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“…Steyn (2004) offered a reminder that there is a distinction between data, information, and knowledge. Knowledge is action in the process that results in deciding action, thus it is treated as the intangible asset of the workers (Figueiredo, Pais, Monteiro, & Mónico, 2016). Therefore, it is better to define the terms used in the paper.…”

Section: Web Scraping and Search Processmentioning

confidence: 99%

Evolution of Knowledge Management in Business

Ahmed¹

2017

EMR

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While investigating the growth of knowledge management in academic literature and in consultancy firms Wilson (2002) in his article "The nonsense of knowledge management", argues that the fields of information science and information systems, should clearly distinguish between the term "information" and "knowledge" in order to assure their respective importance within organizations.The purpose of this article is to analyze the evolution of the knowledge management as a field of study that clearly differentiates itself from the information system. It investigates the integration of technology in knowledge creation and identifies progress made in KM on the subject of business using information system with the successful utilization of tacit knowledge concepts.The study consists of a systemic review of articles on knowledge management from Web of Science and Esearch databases since 2003. The study used three search strings "knowledge management", "knowledge management" and "tacit", and "knowledge management" and "explicit". This study may not have covered all articles and reports in KM. Yet, based on the chosen research methodology, it seems reasonable to assume that the review process covered a large share of the studies available.The literature concerning the evolution of the Knowledge Management (KM) has highlighted that KM as a strategy and tool is now more in line with the basic definition of knowledge and wisdom. The advancement in Information Technology (IT), has supported knowledge capture process by utilizing the human dimension of KM that emphasize on knowledge context. The main contribution of this study is to confirm the close relationship of dependency of IT and KM.

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Human resource management impact on knowledge management

Cited by 23 publications

References 70 publications

Aligning Human Resource Management with Knowledge Management for Better Organizational Performance: How Human Resource Practices Support Knowledge Management Strategies?

Aligning Human Resource Management with Knowledge Management for Better Organizational Performance: How Human Resource Practices Support Knowledge Management Strategies?

Inovação por exploração e explotação do conhecimento: um estudo empírico do setor automobilístico

Evolution of Knowledge Management in Business

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