Knowledge Risk Management—State of Research

Durst, Susanne; Henschel, Thomas

doi:10.1007/978-3-030-35121-2_1

Cited by 9 publications

(8 citation statements)

References 29 publications

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“…Both theoretical and practical implications can be drawn from this study. By analysing the relationship between HC and KHB in the public sector and considering the possible influence of gender on KHB (Anand, 2022), this paper adds to the underdeveloped research on knowledge risk (Durst, 2019;Durst and Henschel, 2020). Furthermore, this research could encourage public sector managers and governments to develop those innate or acquired HC traits that are more likely to induce knowledge sharing behaviour and reduce KHB.Thus, the current research is considered necessary for the HR staff of an organisation, especially those in top management, who are trying to understand the phenomenon of knowledge-hiding behaviour and the ways to reduce it.…”

Section: Discussionmentioning

confidence: 99%

Human Capital Dimensions Influencing Knowledge Hiding in the Public Sector: Evidence from Italy

Borgia,

Das,

Di virgilio

et al. 2024

EJKM

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The aim of the current study is to investigate the influence of human capital dimensions on knowledge hiding behaviour of public sector employees. A simple random sampling technique was used, and data were collected through a survey from 336 individuals working in different companies within the Italian public sector. The results show that, in most cases, the influence of human capital dimensions on knowledge hiding behaviour was significant. Furthermore, these findings contribute to identifying and highlighting how gender also plays a significant role in the way people hide their knowledge. The work is novel in the context of investigating the factors that may influence knowledge hiding behaviour in the public sector and seeks to contribute to the development of knowledge risks strand and, more generally, to the research on knowledge management in public sector organisations. It also encourages managers to consider the potentially harmful effects of this practice.

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Section: Discussionmentioning

confidence: 99%

Human Capital Dimensions Influencing Knowledge Hiding in the Public Sector: Evidence from Italy

Borgia,

Das,

Di virgilio

et al. 2024

EJKM

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“…When so much of the firm's valuable knowledge is lost either through voluntary or involuntary turnover, this affects the productivity, sustainability and the morale of the remaining staff (Phaladi, 2021;Durst and Henschel, 2020).…”

Section: Training and Development Practicesmentioning

confidence: 99%

Mitigating Tacit Knowledge Loss in South African State-Owned Companies: HRM Approach

Phaladi

2023

EJKM

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This study is an interdisciplinary research that sought to explore knowledge loss risks interdependently in relation to the knowledge management (KM) and human resource management (HRM) disciplines in South African state-owned companies (SOCs). This study highlighted the significant role of knowledge-based HRM systems, which will naturally enhance the management capacity of tacit knowledge to mitigate risks and assist SOCs to deliver on a developmental mandate, as well as ensure their survival and the economic growth of developing nations. The paper aims to explore the connection between KM and HRM practices for the effective management of enterprise tacit knowledge loss risks using the SOCs of South Africa as a case. This study is a mixed methods research project, using the exploratory sequential design as a research strategy. Data were collected qualitatively through interviews with 20 purposively nominated human resource managers, and survey data was collected randomly from 25% (145 of the 585 responses) of the workers employed in SOCs. Qualitative data were analysed thematically using Atlas.ti and Statistical data were analysed using SAS and exploratory factor analysis. The relationship between HRM and KM practices in lessening the risks inherent in tacit knowledge loss, mainly from voluntary turnover, is underdeveloped in many South African SOCs. The study established that the role of HRM in supporting KM is limited and underdeveloped in many SOCs, largely because they are lagging in key structures and knowledge-centric cultures, behaviours and HRM practices to drive the effective management of company knowledge. This study assists HRM executives and KM practitioners to develop knowledge-driven HRM practices in order to mitigate risks from the loss of tacit knowledge, whilst ensuring sustained performance in public enterprises. The study and proposed strategies seek to influence the discourse, policies, practices and theories on KM and HRM praxis in companies to mitigate the risks associated with the loss of tacit knowledge.

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“…With the interaction of HRM and information technology, a new method of managing human resources has emerged, known as e-HRM (Al-Harazneh and Sila, 2021; Marler and Boudreau, 2017). e-HRM refers to the implementation of HR policies through information technology (Durst and Henschel, 2020; Jensen and Van De Voorde, 2016). Organizations are using online platforms to conduct a variety of HRM activities, including talent management (Johnson et al ., 2021), performance appraisal (Gardas et al ., 2019) and compensation management (Durst and Henschel, 2020; Jensen and Van De Voorde, 2016).…”

Section: Scoping Review Of the Dark Side Of Hrmmentioning

confidence: 99%

“…Organizations in these situations may consider the law a moral principle that guides their actions. Hence, they adopt the law not to evade sanctions but because they consider it a responsible and proper course of action (Durst and Henschel, 2020).…”

Section: Regulatory Dark Side Of Hrmmentioning

confidence: 99%

Guest editors’ overview essay:Exploring the dark side of electronic-human resource management: towards a new PROMPT model

Behl

Pereira

Varma

et al. 2022

IJM

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Knowledge Risk Management—State of Research

Cited by 9 publications

References 29 publications

Human Capital Dimensions Influencing Knowledge Hiding in the Public Sector: Evidence from Italy

Human Capital Dimensions Influencing Knowledge Hiding in the Public Sector: Evidence from Italy

Mitigating Tacit Knowledge Loss in South African State-Owned Companies: HRM Approach

Guest editors’ overview essay:Exploring the dark side of electronic-human resource management: towards a new PROMPT model

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