Strategy alignment between HRM, KM, and corporate development

Abstract

Purpose -This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness. Design/methodology/approach -Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm. Findings -Results indicate that firms pursuing cost leadership strategy and buy-bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make-organic HRM strategy are associated with frequent use of personalization KM strategy. Originality/value -This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.

The Knowledge Management Strategic Alignment Model (KMSAM) and Its Impact on Performance: An Empirical Examination

“…Therefore, both system and human KM strategies highlight the importance of recruitment and selection of employees (HR flow), training and development employment security, teams and job redesign control (work systems), and reward systems. Furthermore, Shih and Chiang (2005) also assert that a satisfactory HRM strategy, that is the HR flow of hiring or promoting polities and training programs, the work systems of tasks and assignment, and reward systems of wage level and appraisal, should be compatible with KM strategy to optimize organizational performance. Therefore, we contend that a certain degree of alignment must exist between KM strategy and HRM strategy.…”

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

“…Например, в исследовании [Shih, Chiang, 2005] на материале крупных банков-ских организаций Тайваня было показано, что совместимость между стратегиями управления знаниями и стратегиями УЧР положительно взаимосвязана с инди-каторами эффективности процессов управления знаниями. В частности, авторы выявили наличие такой совместимости между бюрократической стратегией УЧР (часто приравниваемой к стратегии контроля) и стратегией кодификации знаний, а также между органической стратегией УЧР (аналогичной стратегии привержен-ности) и персонализацией знаний.…”

Ensuring knowledge continuity and elimination of employee turnover in organisations in the Czech Republic

“…Middle managers implement plans and strategic goals of the organisation's management by co-ordinating the tasks performed in a way to achieve the organisation's preset goals. The lowest level of management is commonly dominated by operational management activities (Shih and Chiang, 2005;Bělohlávek et al, 2001;Bedrnová et al, 1998). Nonaka and Takeuchi (1995) prescribe each management level a different role in working with knowledge.…”