A Pluralistic Approach to Knowledge Management Practices: Evidence from Consultancy Companies

Powell, Taman Harley; Ambrosini, Véronique

doi:10.1016/j.lrp.2012.02.005

Cited by 32 publications

(42 citation statements)

References 48 publications

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“…Human resource management, organizational commitment, and the knowledge management process play a significant role in performance of consultancy firms and their ability to achieve and sustain a competitive advantage (Powell & Ambrosini, 2012). This was supported by Lahti & Beyerlein (2000) who asserted on the fact that the success of such firms depends merely on the knowledge and ability of their employees to deliver solutions to their customers.…”

Section: Research Sample and Data Collectionmentioning

confidence: 99%

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Obeidat¹,

Masa'deh²,

Abdallah³

2014

IJBM

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Human resources and knowledge management are considered to be one of the most important factors within organizations that help them to achieve a competitive advantage. However, organizations should take care of the human factor and increase their commitment within organizations to take advantage of the knowledge within them. The purpose of this research is to investigate the relationship between human resources management practices and organizational commitment, on the one hand, and their relationship with knowledge management process, on the other hand.Consultancy firms operating in Jordan were used as the main sample of this study. A random sample was selected where 220 questionnaires were distributed to such firms. Only 207 questionnaires were submitted back with a response rate of 52%. A theoretical model was proposed and tested using structural equation modeling (SEM). The results of the SEM analysis indicated that human resources practices (recruitment methods, training and development, performance appraisals, and reward systems) have a significant influence on organizational commitment (affective commitment, continuance commitment, and normative commitment). Finally, the study did not find a direct relationship between human resource (HR) practices and knowledge management (KM) processes (knowledge acquisition, knowledge distribution, knowledge interpretation, and organizational memory). However, causal links were founded between human resource practices and organizational commitment, on the one hand, and organizational commitment and knowledge management processes, on the other hand.

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Section: Research Sample and Data Collectionmentioning

confidence: 99%

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

Obeidat¹,

Masa'deh²,

Abdallah³

2014

IJBM

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“…1. Хранение знаний С о с т а в л е н о п о: [Hansen, Nohria, Tierney, 1999;Choi, Lee, 2003;Scheepers, Venkitachalam, Gibbs, 2004;Greiner, Böhmann, Krcmar, 2007;Storey, Hull, 2010;Bettiol, Di Maria, Grandinetti, 2011;De Toni, Nonino, Pivetta, 2011;Kumar, Ganesh, 2011;Powell, Ambrosini, 2012;Kim et al, 2014;Merat, Bo, 2013;Cohen, Olsen, 2015;Mangiarotti, Mention, 2015;Venkitachalam, Willmott, 2015;Obeidat et al, 2016].…”

Section: взаимодействие стратегий управления знаниями и стратегий упрmentioning

confidence: 99%

“…В других исследованиях вы-воды М. Хансена и его коллег были оспорены (см., напр. : [Choi, Lee, 2003;Scheepers, Venkitachalam, Gibbs, 2004;Powell, Ambrosini, 2012;Kumar, Ganesh, 2011]). Так, в [Choi, Lee, 2003] приводятся доказательства превосходства «динамической» стра-тегии управления знаниями, предполагающей равный акцент на кодификации и персонализации.…”

Section: взаимодействие стратегий управления знаниями и стратегий упрunclassified

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

Sokolov¹,

Zavyalova²

2018

Vestnik SPbSU. Management

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ИНТЕГРАЦИЯ СТРАТЕГИЧЕСКИХ РЕСУРСОВ ОРГАНИЗАЦИИ В УСЛОВИЯХ НОВОЙ ЭКОНОМИКИ: КОНЦЕПТУАЛЬНАЯ МОДЕЛЬСанкт-Петербургский государственный университет, Российская Федерация, 199034, Санкт-Петербург, Университетская наб., 7/9 В условиях новой экономики компании сталкиваются с необходимостью эффектив-ного управления сотрудниками и организационными знаниями как важнейшими стра-тегическими ресурсами. В статье с позиций ресурсной концепции рассматриваются три типа стратегических ресурсов фирмы: система управления человеческими ресурсами, человеческий капитал и знания. Несмотря на наличие между ними тесной взаимосвязи, их предшествующая концептуализация осуществлялась преимущественно в рамках от-дельных исследовательских направлений. Проведенный анализ позволил выявить клю-чевые векторы взаимосвязи между этими типами ресурсов и оценить их роль при раз-личных стратегиях управления знаниями и человеческими ресурсами. Результаты ана-лиза легли в основу дискуссии о комплементарности различных стратегий управления знаниями и стратегий управления человеческими ресурсами.Ключевые слова: ресурсная концепция фирмы, управление человеческими ресурса-ми, управление знаниями, человеческий капитал, новая экономика. THE INTEGRATION OF STRATEGIC RESOURCES OF A COMPANY IN THE CONTEXT OF THE NEW ECONOMY: A CONCEPTUAL MODEL D. N. Sokolov, E. K. ZavyalovaSt. Petersburg State University, 7/9, Universitetskaya nab., St. Petersburg, 199034, Russian Federation Based on the resource-based view of the fi rm, the paper introduces the conceptual analysis of the interrelationships between the key internal strategic resources of a fi rm: human resource management systems, human capital and knowledge. Th e considered resources were mainly analyzed by the previous research within the separate disciplinary domains and therefore may benefi t from cross-domain integration. We build the conceptual scheme of interrelationships between strategic resources and discuss how these interrelationships may vary under diff erent knowledge management (codifi cation/personalization) and human resource management (control/commitment) strategies. Based on the analysis, we introduce four diff erent confi gurations of strategies: "codifi cation -control", "personalization -commitment", "codifi cation -commitment", and "personalization -control" and anticipate potential benefi ts of complementary confi gurations. Th e contribution of the study to the scholarship is in the conceptual explanation of the previous research fi ndings on positive eff ects of complementary strategies and negative

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“…Therefore, knowledge is important to an organization; as previously stated, it is knowledge that creates, supports and sustains a competitive advantage (Erickson & Rothberg, 2009;Huang, Fan, Chern, & Yen, 2013;Javalgi, Dixit, & Scherer, 2009;Lin & Wu, 2010;Powell & Ambrosini, 2012).…”

Section: Knowledgementioning

confidence: 99%

“…Effective KS can facilitate organizational learning and innovation, because, before combining existing and new knowledge, relevant knowledge must first be acquired and then incorporated into the existing knowledge base (Matzler & Mueller, 2011). Therefore, KS is a critical process in creating a competitive advantage (Matzler & Mueller, 2011;Montazemi, Pittaway, Saremi, & Wei, 2012;Powell & Ambrosini, 2012).…”

Section: Knowledge Sharing (Ks)mentioning

confidence: 99%

The Direct and Indirect Factors on Affecting Organizational Sustainability

Tsai

Tsai²,

Chang³

2013

JMS

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Successful firms pursue organizational sustainability. The aim of this study is to explore the direct and indirect factors affecting on organizational sustainability. Indirect factors being those that first influence competitive advantage, and then affecting organizational sustainability. This study analyzes 145 articles retrieved from the SDOL (Science Driect Online) database that were published between 2009 and January 2013. Papers were retrieved using 'organizational sustainability' and 'competitive advantage' as keywords, searching on 'Abstract, Title, Keywords', and subject headings of 'Business, Management and Accounting'. The results identify that 13 indirect factors and 3 direct factors can have an impact on organizational sustainability.

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A Pluralistic Approach to Knowledge Management Practices: Evidence from Consultancy Companies

Cited by 32 publications

References 48 publications

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

The Relationships among Human Resource Management Practices, Organizational Commitment, and Knowledge Management Processes: A Structural Equation Modeling Approach

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

The Direct and Indirect Factors on Affecting Organizational Sustainability

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