Knowledge management and the links to HRM

Gloet, Marianne

doi:10.1108/01409170610690862

Cited by 98 publications

(37 citation statements)

References 16 publications

(11 reference statements)

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“…Following Gloet (2006), while there is a reasonable agreement on the nature of HRM, its components, and its consequences, this is not the case where KM is concerned. In view of that, prior to undertaking an analysis of the relationship between the two areas,…”

Section: Hrm and Kmmentioning

confidence: 87%

Managing knowledge through human resource practices: empirical examination on the Spanish automotive industry

Prieto

Santana

Sierra

2010

The International Journal of Human Resource Management

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This paper considers the relationship between human resource management (HRM) and knowledge management (KM). Specifically, it examines how the human resource (HR) practices that are expected to impact on employees' abilities, motivation, and opportunity to engage in KM, do so by enabling knowledge sharing, knowledge maintaining, and knowledge creation within organizations. HRM expected to impact employees' abilities include training and development practices. HRM expected to impact on employees' motivation include rewards and appraisal practices. HRM expected to impact on employees' opportunities including providing the support of trusting collaborative relationships. Therefore, HR practices impacting employees' abilities, motivation, and opportunities are expected to be positively related to knowledge sharing and maintaining within organizations. HR practices impacting employees' abilities, motivation, and opportunity are expected to be positively related to knowledge creation through their effect on knowledge sharing within organizations. Our research methodology uses a questionnaire survey approach to collect data from firms belonging to the Spanish automotive industry. Results from a final sample of 64 Spanish automotive firms show that HR practices aimed at motivating and giving employees the opportunity to behave as expected significantly affect knowledge sharing and maintaining. Further, knowledge sharing and maintaining is shown to mediate the relationship between HR practices and knowledge creation. The paper ends with a conclusion, limitations and implications for future research.

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Section: Hrm and Kmmentioning

confidence: 87%

Managing knowledge through human resource practices: empirical examination on the Spanish automotive industry

Prieto

Santana

Sierra

2010

The International Journal of Human Resource Management

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“…However, for Fenwick (2007), a low focus by management on sustainability issues can hinder adoption, so perhaps it can be inferred that although the Managing Director of Company B appeared to hold a proactive view of sustainability, this was not translated into practice. If we link this back to our findings around communication structures, and consider Gloet's (2006) link between dialogue and effective leadership, it can also be suggested that Company B did not have robust leadership in place to effectively enact such change. Gluch et al (2009) suggest that perhaps the influence of the Managing Director is not significant enough to positively affect an organisation's ACAP in instances such as this.…”

Section: Discussionmentioning

confidence: 99%

Implementing sustainability in small and medium-sized construction firms

Upstill-Goddard¹,

Glass

Dainty

et al. 2016

Engineering, Construction and Architectural Management

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Citation: UPSTILL-GODDARD, J.D., 2016. Implementing sustainability in small and medium-sized construction firms: the role of absorptive capacity.Engineering, Construction and Architectural Management, 23(4), pp. Additional Information:• This paper was accepted for publication in the journal Engineering, Construction and Architectural Management. Design/methodology/approach -Taking an organisational learning and absorptive capacity (ACAP) perspective, this research uses the case study approach and abductive logic to understand what role learning plays with regard to sustainability standard implementation.Findings -The results reveal that strong communication channels and commitment to training programmes increase the capacity for implementing standards, but that SMEs tend only to approach standards if they see immediate financial benefits stemming from their implementation.Practical implications -SMEs provide a challenging context for the implementation of sustainability standards unless there are significant external levers and extrinsic motivation for them to be embraced. Care should be taken in incorporating these aspects into the future design of standards that are more aligned with SME needs.Social implications -Stakeholders should seek to apply pressure to firms to positively influence engagement with sustainability standards.2 Originality/value -The role and importance of ACAP is an underdeveloped debate in the certification field. This study is the first that links the process of implementing a standard with the ACAP of an organisation.

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“…The significance of human resource in carrying out Knowledge Management in addition to the proof that individuals' problems require to alter to middle phase in considering knowledge (Yahya & Goh, 2002;Thite, 2004;Gloet, 2006). Several authors such as Scarbrough and Carter (2000), Robertson and Hammersley, (2000) take into consideration best human resource management practices to develop the basic elements of KM success.…”

Section: Hrm and Knowledge Managementmentioning

confidence: 99%

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework

Al-bahussin¹,

El-Garaihy²

2013

IJBM

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The conceptes of human resource management practices, organisational culture, knowledge management, organisational innovation, and organisational performance in the human resource management research field have been implemented. Although the results of literature were significant, no studies were released in order to conduct a study about the function of human resource management practices in intensifying the organisational performance with interfering organisational culture, knowledge management, and organisational innovation. The purpose of this study is to narrow this gap in the research. The study, moreover, attempts to investigate the connections amid organisational culture, knowledge management, and organisational innovation.The research utilizes causality models and suggests a conceptual schema subsequent to a comprehensive analysis of the literature linked to human resource management field. A sample of 203 human resource directors working in large organisations in the Eastern Region of Saudi Arabia is used. The confirmatory factor analysis [CFA] and SEM are used to analyze and approve the proposal of the conceptual schema.The study illustrates that human resource management practices is an important ancestor of organisational culture, knowledge management, and organisational innovation, which have in turn a positive link to organisational performance. The research attempts to draw concentration to some of the elements, playing the function of arbitrator amid human resource management practices and organisational performance. The study is unique because it is initially conducted to urge the impacts of some important related patterns such as human resource management practices, organisational culture, knowledge management and organisational innovation, and organisational performance.

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Knowledge management and the links to HRM

Cited by 98 publications

References 16 publications

Managing knowledge through human resource practices: empirical examination on the Spanish automotive industry

Managing knowledge through human resource practices: empirical examination on the Spanish automotive industry

Implementing sustainability in small and medium-sized construction firms

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework

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