Leveraging Knowledge Transfer in Strategic Human Resource Management

Abstract

Abstract-In this challenging business environment, development of human capital is crucial in order to sustain the highly skilled workforce to support the move towards greater productivity and higher value-added activities in Small Medium Enterprise (SMEs). Human capital development is a core element to sustain human capital inculcation of entrepreneurship culture as well as the development of strong entrepreneurial skills. The knowledge transfer model has been practised to ensure the objective of the human capital plan to be achieved through human resources process. Given the fact that knowledge transfer is the linkage of retaining and skills upgrading of human talent, this model is developed to fulfil the absence of producing knowledgeable human capital by concentrating on the knowledge infrastructure and knowledge process. In its essence, this framework shows how human resource processes apply the concepts of knowledge transfer model and address the consequences to SME sectors. Additionally, it can prove to be more innovative and may become a main contributor to economic development.Index Terms-Knowledge transfer, human capital, strategic human resources.

Optimization of knowledge transferring costs in designing product portfolio: a fuzzy binary linear programming model

“…Also, providing a database as well as having managerial efforts to handle knowledge transferring could have considerable advantages for future products in the sense of reusing the knowledge and consequently, decreasing the knowledge transferring costs. Also, knowledge transferring has been applied successfully in human resources management such as human resource empowering, learning facilitation, multi-skilled employee training and so on (Sparkes and Miyake, 2000;Razak et al, 2013;Wambui et al, 2013;Yahiaoui et al, 2016); organizational development such as change and innovation, corporation and group synergy, organizational performance, efficiency and effectiveness and so on (Argote et al, 2000;Wambui et al, 2013;Ekore, 2014); supply chain management for maintaining technical experts, preventing employee firing, creating flexibility across the supply chain and enhancing product and service values (Dyer and Nobeoka, 2000;Al-Mutawah et al, 2009;Karine et al, 2011;Nikabadi et al, 2016); information management (Tangprasert et al, 2013;Hamilton et al, 2014); and new product development (Cooper, 2003;Yang and Liu, 2006;Vaccaro et al, 2010). As known, product portfolio is closely related to the mentioned areas.…”

Effectiveness of cross-border knowledge transfer in Malaysian MSC status corporations

“…The important of knowledge transfer in promoting MSC and developing Malaysian economy has drawn the attention of local researchers to focus on the study of knowledge transfer in SMEs (Whah & Tiek, 2013;Razak et al, 2013;Chong, Chong, & Gan, 2011) and MNCs (Chen, Sandhu, & Jain, 2009;Lee, Mohayiddin, & Kanesan, 2011). Although there are some researchers focus on knowledge transfer in Science and Technology Parks Malaysia (Sarif & Ismail, 2006;Awang, Hussain, & Malek, 2009), the focus of cross-border knowledge transfer especially in the context of MSC status corporations in Malaysia is still limited.…”