Human resource management practices in creating a committed workforce for fostering knowledge transfer: a theoretical framework

Abstract

Purpose This paper aims to review existing literature on the role of human resource management (HRM) practices in nurturing employee’s organisational commitment (OC), which subsequently promoting knowledge transfer (KT) within an organisation and propose a conceptual framework for future empirical research. Design/methodology/approach An extensive review of existing literature was undertaken in an attempt to build the conceptual model for KT. Findings The proposed conceptual framework illustrates the role of OC as a focal mediating mechanism in fostering KT. This paper identifies “high commitment” HRM (HCHRM) (e.g. staffing, job design, training and development, performance appraisal and reward system) as the factors influencing the development of OC, which subsequently affecting KT (i.e. knowledge sharing and application). Also, this paper integrates the potential moderating roles of leader-member exchange (LMX) between HCHRM practices-OC, as well as information and communication technology support in the OC-KT linkage into the proposed framework. Research limitations/implications This paper presents a comprehensive view of fostering KT. However, the major limitation of this paper is that it remains at a conceptual level. Further empirical investigations would be helpful to test propositions, hence validating the proposed conceptual framework. Practical implications The proposed conceptual framework could serve as practical guidance for managers and/or practitioners in developing policies that will facilitate KT in business organisations. Originality/value While KT is often viewed as a single phenomenon, this paper considers the KT into two components (i.e, sharing and application) in accordance with the practice-based perspective on knowledge and behavioural approach to KT. In addition, the adoption of the general workplace commitment model in conceptualising KT could further validate its applicability in knowledge management research. Also, the integration of LMX as a moderator in the proposed framework could contribute to the scant research on LMX-related moderation models upon validation.

The mediating role of knowledge generation between training and development of human talent and innovative performance

“…Likewise, human resource management practices, where the TD of human talent is involved, influence organizational commitment, which subsequently affects knowledge transfer, which is a stage after KG involved in the exchange and application of knowledge (Ishak et al, 2021). Regarding the managerial implications, the findings obtained are of practical use for the various agents involved in the management of manufacturing companies.…”

The role of organisational commitment and leader-member exchange in knowledge application during the COVID-19 pandemic

“…In this sense, the acquired knowledge by the knowledge recipients should be applied in a way that alters their behaviours (Nesheim et al , 2011). In this study, knowledge application is seen as the practical application of the shared and acquired knowledge for work routine, decision-making and problem-solving (Ishak et al , 2021).…”

“…Past research has dwelled on the relevance of organisational commitment for knowledge application; however, this has been mainly theoretical (c.f. Koskinen, 2003;Ishak et al, 2021). Because of the lack of compelling empirical evidence, the current body of literature is Organisational commitment and knowledge application unclear about how organisational commitment can affect knowledge application.…”

“…We, therefore, explore the impact of employees’ organisational commitment (affective, normative, continuance) on knowledge application. While knowledge management scholars acknowledge theoretically that the use of knowledge in an organisation requires some level of dedication and voluntary efforts from the employees (Hislop, 2003; Ishak et al , 2021), it is still unclear how one’s organisational commitment could encourage them to apply their knowledge. In the context of the COVID-19 crisis, organisational commitment can be crucial to knowledge application because business organisations increasingly rely on the employees’ skills and commitment to adapt to increasing demands and pressures.…”

“…By adopting Meyer and Herscovitch’s (2001) general model of workplace commitment, we contend that employees are more likely to apply their knowledge when they are committed to their organisation, even amidst challenging times. While this model has been empirically established to explain knowledge sharing (Mohd Rasdi and Tangaraja, 2022), it has not been used for explaining knowledge application (Ishak et al , 2021).…”