Managing Human Capital: How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce

Stevens, Roxanne Helm

doi:10.5539/ibr.v3n3p77

Cited by 47 publications

(38 citation statements)

References 18 publications

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“…Neff (1999) noted that KM could be "anything the client wants it to be" ( p. 115). Current studies on KM highlight the role of technology and memory systems in KM (Choi et al, 2010), knowledge governance (Cao and Xiang, 2012), and the role of human capital and social factors (Nonaka and von Krogh, 2009;Stevens and Helm, 2010;Thomas et al, 2001). There is, however, scanty attention paid to the role of individual employees in the KM discourse (Rechberg and Syed, 2012), even though knowledge is recognised to be rooted in the individual (Argote and Miron-Spektor, 2011;Polanyi, 1998).…”

Section: Introductionmentioning

confidence: 99%

Appropriation or participation of the individual in knowledge management

Rechberg

Syed

2014

Management Decision

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Purpose -The purpose of this paper is to examine whether there is a tendency towards appropriation or participation of the individual in the literature of knowledge management (KM). Design/methodology/approach -This is a literature review paper. In terms of approach, appropriation in this paper is referred to as the KM tasks assigned to individual employees by the management whereas participation is referred to as KM tasks determined jointly by individuals and management. Findings -The review suggests that while the participation of individuals is seen as important for KM, the KM discourse is visibly oriented towards the appropriation of individual employees and their knowledge for better economic performance of organisations. The review suggests that an appropriation of the individual in KM serves neither employees nor organisations, and that individual employees are meant to be valued participants in the development and management of knowledge.Research limitations/implications -The paper is concerned with the KM literature to study the appropriation or participation of individual employees in the discourse on KM. Consequently other streams of literature that address individual employees' participation are excluded from this study. Originality/value -The paper initiates a new research agenda for KM where the emphasis shifts from the appropriation to the participation of the individual in the discourse on KM practices.

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Section: Introductionmentioning

confidence: 99%

Appropriation or participation of the individual in knowledge management

Rechberg

Syed

2014

Management Decision

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“…Older employees should be considered a valuable human capital resource (Stevens, 2010), but the retirement process is not always well managed. Retired employees are an important stakeholder to be considered in the CR strategy.…”

Section: Fourth Stage -Entrenching the Brand -Retaining The Right Empmentioning

confidence: 99%

Internal marketing for engaging employees on the corporate responsibility journey

Sánchez-Hernández

Grayson

2012

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Purpose: The purpose of this paper is to explore whether internal marketing could be a powerful tool for engaging employees on the corporate responsibility journey.Design/methodology/approach: In the absence of empirical work linking internal marketing efforts in organizations and employee engagement in corporate responsibility issues, a conceptual approach based on literature review is carried out to determine the existing possibilities provided by internal marketing to enhance corporate responsibility. Findings:Reflexion from the extant literature indicates that, because employee engagement matters, internal responsibility should be put first.The internal marketing umbrella, including "selling internally" the idea of responsibility, facilitating internal communication, enhancing corporate volunteering or the possibility to become a social intrapreneur, could help to align employees' needs with corporate responsibility goals. Practical implications:The results suggest that managers must ensure that internal aspects of management, such as internal communication and employee commitment are taken into account in order to get success in corporate responsibility issues. Managers need to be more proactive trying Intangible Capital -http://dx.doi.org/10.3926/ic.305 -276 -to introduce the marketing function in human capital issues. Understanding employees' wants and needs and selling internally responsibility goals would make external efforts in developing a responsible strategy much more likely to succeed. Originality/value: Reflecting the literature which highlights the importance of internal marketing, we pay particular attention to their role on promoting corporate responsibility internally. The results indicate that while organizations strive to achieve corporate responsibility goals, it is expected that effectiveness will be greater among organizations using internal marketing tools for this purpose. To the best of our knowledge is the first time this relationship has been academically discussed offering recommendations for practitioners.

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“…While the definition of KM has evolved over the years and has been redefined by a number of authors, it acceptable to say that whatever way knowledge is acquired, it needs to have a way by which it can be stored, shared, and ultimately deployed (Stevens 2010).…”

Section: Connecting Knowledge Workers To Knowledge Managementmentioning

confidence: 99%

Silo Persistence: It's not the Technology, it's the Culture!

Cromity

Stricker

2011

New Review of Information Networking

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Our article acknowledges technologies and enterprise solutions as common tools for knowledge management deployed to help foster collaboration. Though the tools are made widely available by forward-thinking executives, and though there is a torrent of knowledge management thought as evidenced in the ample literature, knowledge workers continue to have difficulties transitioning to acting out the commonly accepted philosophy of sharing knowledge. The focus of our comments is a review to highlight some of the primary technical and behavior barriers hindering the use of collaborative technology. In this article a combination of content analysis and professional observation were used to provide practical insight concerning how enterprises, small and large can address the challenges of information silos, with or without technical KM or Web 2.0 solutions.

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Managing Human Capital: How to Use Knowledge Management to Transfer Knowledge in Today’s Multi-Generational Workforce

Cited by 47 publications

References 18 publications

Appropriation or participation of the individual in knowledge management

Appropriation or participation of the individual in knowledge management

Internal marketing for engaging employees on the corporate responsibility journey

Silo Persistence: It's not the Technology, it's the Culture!

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