HRM in the Knowledge Economy: Realising the Potential

Whicker, Leanne Margaret

doi:10.1177/1038411104045359

Cited by 39 publications

(32 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…First of all, human resource management (HRM) practices that improve employees' feeling as the owner of the company will encourage employees to share common knowledge with colleagues and team members. However, more attention should be given to how HR managers can design appropriate incentives to encourage employees to share their core-interest related knowledge (Whicker and Andrews, 2004).…”

Section: Implications For Practitioners and Researchersmentioning

confidence: 99%

Knowledge sharing and affective commitment: the mediating role of psychological ownership

Yuan

Ning

et al. 2015

Journal of Knowledge Management

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Design/methodology/approachThis paper was an empirical study based on structural equation modelling (SEM) with a sample of 293 employees from 31 high-technology firms in China. FindingsThe result indicated that (1) affective commitment had a significant positive effect on OPO but no effect on KPO; (2) OPO was positively related to both common and key knowledge sharing while KPO exerted a negative impact on both; (3) common knowledge sharing was positively related to key knowledge sharing; (4) the relationship between affective commitment and key knowledge sharing was multi-mediated by OPO and common knowledge sharing. Originality/valueOPO and KPO play an essential role in transferring the effect of employees' affective commitment to common knowledge sharing and key knowledge sharing, which unravels the blackbox of how effective commitment affects knowledge sharing.

show abstract

Section: Implications For Practitioners and Researchersmentioning

confidence: 99%

Knowledge sharing and affective commitment: the mediating role of psychological ownership

Yuan

Ning

et al. 2015

Journal of Knowledge Management

View full text Add to dashboard Cite

show abstract

“…At the firm level, this places the enterprise's people, their knowledge and innovative capacity at the heart of strategic potential, and organizations that excel in attracting, creating, managing and sustaining knowledge capabilities are advantaged (Whicker & Andrews, 2004).…”

Section: Identifying the Needs Of The Human Resources In Knowledge Ecmentioning

confidence: 99%

Trend Analysis of Human Resources Development Representing the Base for Researchers in Selected Economies

Lelek¹

2014

JOC

View full text Add to dashboard Cite

This paper discusses the issue of precondition for the number of researchers as an important input factor for research and development (hereinafter 'R&D'). R&D is one of the main sources for new knowledge creation through human capital. It can be seen as one of the most important sources of competitiveness.There was an analysis carried out on higher education graduates, who can be considered a base of a group of researchers, and the number of inhabitants. A method such as regression analysis for empirical data variables dependence was used. An assessment of quantitative indicators related to the number of inhabitants and the number of higher education graduates was performed by regression analysis. An analysis on higher education graduates and the number of inhabitants was conducted with the same method.These variables were examined for the European Union, the USA and the Czech Republic in the first decade of the 21st century. Based on the analysis values of all variables, a comparison of the countries was carried out.

show abstract

“…Therefore, human resource practitioners have to shift their focus to deal with the issue of knowledge transfer and get back to the basics of attracting, retaining and placing the best people. Since the aim of recruitment and selection in the knowledge economy is to source high talent possessing a range of capabilities related to the strategic knowledge areas, the challenge for HRM practitioners is to select the employees who are capable of contributing to the firm in a variety of ways now and future, rather than simply filling the current vacancy (Whicker and Andrew, 2004).…”

Section: Recruitment and Manpower Planningmentioning

confidence: 99%

“…Thus, Whicker and Andrew (2004) suggest that in today's economy, performance management must be re-conceptualized with knowledge work in mind. The process by which people obtain results become less significant and the focus shifts to managing outcomes, many of which are long term and difficult attributes to individual.…”

Section: Performance Managementmentioning

confidence: 99%

Integrating Knowledge Management and Human Resource Management for Sustainable Performance

Ishak

Eze²,

Ling³

2010

JOKM

View full text Add to dashboard Cite

Strategic knowledge is increasingly becoming an engine for change and creativity in many industries and organizations: enabling effective operational and strategic initiatives. Existing literature in knowledge management (KM), however, has focused mainly on generic outputs obtainable from KM systems. This paper examines the strategic relevance of KM in enhancing human capital management in firms. To achieve this objective we present a detailed literature review on the implications of KM on effective human resource development, and the consequences for an organization's ability to sustain competitive position in the marketplace. We propose that firms that develop and apply strong KM culture would be able to achieve consistent high performance. In addition, when a firm is able perform better than competitors; such a firm would be able to achieve sustainable advantage. This paper could serve as a frame of reference for researchers, and could enable practitioners to gain better understanding of key requirements for maintaining competitive performance in this 21 st century via effective integration of KM and human capital initiatives.

show abstract

HRM in the Knowledge Economy: Realising the Potential

Cited by 39 publications

References 8 publications

Knowledge sharing and affective commitment: the mediating role of psychological ownership

Knowledge sharing and affective commitment: the mediating role of psychological ownership

Trend Analysis of Human Resources Development Representing the Base for Researchers in Selected Economies

Integrating Knowledge Management and Human Resource Management for Sustainable Performance

Contact Info

Product

Resources

About