Knowledge management effectiveness factors: the role of HRM

Abstract

PurposeWithin the search of the key factors that explain knowledge management (KM) effectiveness, this paper aims to advance a simultaneously conceptual and practical framework that links human resource management (HRM) and KM.Design/methodology/approachA literature‐based preliminary framework assumes that a number of critical KM characteristics and KM‐related human resource (HR) practices impact on KM effectiveness. Qualitative methods are used for data collection and analysis. Three knowledge‐intensive Spanish business units of multinational companies are the target case‐study settings.FindingsSystematic patterns are found regarding the impact of critical KM characteristics and KM‐related HR practices on KM effectiveness. An induced framework, encompassing a number of specific variables and propositions, is developed.Research limitations/implicationsThe lack of a longitudinal study demands caution in the results interpretation. Also, similar studies in cultural contexts other than Spain could produce differing results. Moreover, further qualitative methods would be helpful for explanatory framework refinement, whereas quantitative surveys would test propositions, thus assessing the statistical generalisability of the results.Practical implicationsKM‐enhancing recommendations for practitioners are discussed. Special emphasis is placed on the great complexity that social and cultural issues pose on KM, and on senior managers' key actions aimed at involving the HR function more in KM strategy development.Originality/valueThis paper tackles KM‐related social and cultural issues through a broad but practical HRM perspective. It helps to advance a better understanding of the causes of KM success or failure, useful both to academics seeking theory building and to practitioners interested in insightful advice.

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

“…This can be supported by Oltra's (2005) results who asserted on the fact that unless HRM and KM have been both taken seriously by management, there is little need to talk about the role of HRM practices in KM. This was discussed by Hislop (2003) who looked at it from employees' point of view and concluded that the type of HRM policies and practices adopted in an organization has been found to affect people's willingness to share knowledge.…”

“…Many studies discussed the relationship between human resource management and knowledge management process (see for example Hislop, 2003;Oltra, 2005;Chiang et al, 2011;Fong et al, 2011;Jimenez-Jimenez & Sanz-Valle, 2013). Other studies discussed the relationship between human resource management and organizational commitment (see for example Edgar & Geare, 2005;Sanders et al, 2008;Juhdi et al, 2011;Zaitouni et al, 2011;Imran & Ahmed, 2012).…”

Leveraging Knowledge Transfer in Strategic Human Resource Management

“…In the literature review related to this study, many researchers claimed that human resources practices play an important role in facilitating employees' absorption, transfer, sharing and creation of knowledge [25]. Previously, many researchers neglect to conduct research on the human capital issue [26]. The literature of knowledge transfer has made only partial and limited use of HRM concepts and frameworks [27].…”

“…According to [36], it adds to this discussion by finalizing that human beings are the critical knowledge creators and bearers. Great care has to be taken to increase human capability and organizational performance.…”

An exploratory investigation into knowledge management in Western Australian knowledge-intensive small businesses

“…An organisation's reward and recognition system demonstrates the level of value that an organisation places on individuals (Edvardsson, 2008). In leading KM endeavours, HRM functions should be implemented in such a way that they promote trust across an organisation (Oltra, 2005;Truss, Mankin, & Kelliher, 2012) as well as willingness and opportunity to share knowledge (Sitlington, 2012). An organisational environment that is established on trust and desirable HRM functions, allows individuals to take an active role in the KM practices.…”