Improving human capital through knowledge management practices in knowledge-intensive business services

Abstract

This article studies how knowledge management (KM) practices improve human capital. We conceptualize KM practices through six dimensions and test the relationship between each dimension and human capital. The empirical study which was carried out in Spanish firms belonging to the biotechnology and telecommunications industries shows that introducing KM practices has a positive impact on the improvement of human capital. In fact, firms that introduce practices related to continuous learning and the development of an innovative culture that encourages R&D projects improve the skills or abilities of their human capital.

Introductory Chapter: Human Capital, Knowledge Management and Competences in Project Management

“…Human capital (HC) plays a key role in knowledge since it adds value to the knowledge and competences of the organization's people, and the capacity to generate them is useful to achieve the organization's mission [5,6].…”

Competitiveness, resources, and capabilities: empirical evidence from retail banking

“…Hence, levels of competitiveness among organizations have increased. Most organizations are today able to copy technology, modern processes, products, and strategy; however, HR management practices and organization are far more difficult to copy (Barney 1991;Pfeffer 1994Pfeffer , 1998Palacios-Marques et al 2011) and thereby form a distinctive competitive advantage. Training can influence performance by improving skills and capacities relevant to employee tasks (Harel and Tzafrir 1999) and may positively influences manager performance levels (Burke and Day 1986;Kamoche and Mueller 1998).…”

“…Training can influence performance by improving skills and capacities relevant to employee tasks (Harel and Tzafrir 1999) and may positively influences manager performance levels (Burke and Day 1986;Kamoche and Mueller 1998). Upgrading employee skills and knowledge both enables them to produce high-quality products and services in the most cost-effective way (Pfeffer 1994;Kamoche and Mueller 1998) and reinforces the competitive advantage in industries that are constantly innovating (Palacios-Marques et al 2011). Porter (1991) identifies three trends that seek to explain how positions of success emerge out of models based on games theory, 1 on commitment 2 under uncertainty and the Resource-Based View (RBV).…”

Generating satisfaction towards e-learning platforms

“…In knowledge intensive business, intangible assets are essential to staying competitive since they increase human capital (Palacios-Marques et al, 2011). In competitive environments, human capital is a fundamental asset in organisations since it fosters their competitiveness and innovation (Chen, 2010).…”