The effects of knowledge management processes on human resource management

Abstract

Purpose Managing knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM). Design/methodology/approach To test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul. Findings In this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts. Research limitations/implications The main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings. Practical implications The paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company’s HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value This paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.

Aligning Human Resource Management with Knowledge Management for Better Organizational Performance: How Human Resource Practices Support Knowledge Management Strategies?

“…The collective knowledge of human expertise through their abilities, experience and interaction with the individual's environment has become such a critical resource to reinvest [1]. It is important that knowledge is viewed as a social creation emerging at the interface between people and information, especially within communities engaged in communication, knowledge-creation, and knowledgesharing and learning [4].…”

“…In the knowledge economy, knowledge is recognized as the major source of wealth production, and managing knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations [1][2][3]. Notably, competitive advantage is increasingly based on the successful application, leverage and creation of knowledge-especially knowledge embedded creativity and learning [5].…”

“…The traditional focus on managing people has been broadened to managing organizational capabilities, relationships, learning and knowledge. Banerjee [6] also believes that we must look beyond human capital to a more sustainable and holistic view of individuals; suggesting the term "sustainable human capital" that moves away from the traditional view of human capital.The collective knowledge of human expertise through their abilities, experience and interaction with the individual's environment has become such a critical resource to reinvest [1]. It is important that knowledge is viewed as a social creation emerging at the interface between people and information, especially within communities engaged in communication, knowledge-creation, and knowledgesharing and learning [4].…”

Impact of knowledge management capability and green supply chain management practices on firm performance

“…Tactical knowledge has in the internal human which generate from their activities, brainstorming, and experience. This is inimitable assets of the organization (Zaim et al, 2018).…”

“…Prior research emphasis on the strategic importance of KM for the successful implementation of GSCM practices in the organization (López-Torres et al, 2019). Internal-GSCM required inter-organizational knowledge of product and process development (Zaim et al, 2018). Prior research establishes the KM enhances organizational innovation performance.…”