The study of knowledge employee voice among the knowledge-based companies: the case of an emerging economy

Abstract

PurposeA review of previous studies on the voices of employees and knowledge workers clarifies that paying attention to employees' voice is critical in human resource management. However, limited studies have been conducted on it, and much less emphasis has been placed compared to other human resource management activities such as human resource planning. Therefore, the voice of knowledge employees has been one of the critical issues that have attracted a great deal of attention recently. Nonetheless, there is no evidence of various comprehensive and integrated voice mechanisms. As a result, this study aims to design knowledge workers' voice patterns in knowledge-based companies specialising in information and communication technology (ICT) in Iran in May and June 2020.Design/methodology/approachThis study is a qualitative grounded theory research. We collected the data from a target sample of 15 experts in knowledge-based ICT companies using in-depth semi-structured interviews. Since all the participants had practised the employee voice process, they were regarded as useful data sources. Data analysis was also performed using three-step coding (open, axial and selective) by Atlas T8, which eventually led to identifying 14 components and 38 selected codes. We placed identified components in a paradigm model, including Personality Characteristics, Job Factors, Economic Factors, Cultural Factors, Organisational Policies, Organisational Structure, Climate Of Voice in the Organisation, Management Factors, Emotional Events, Communications and Networking, Contrast and Conflict and, etc. Then, the voice pattern of the knowledge staff was drawn.FindingsThe results showed that constructive knowledge voice influences the recognition of environmental opportunities and, additionally, it helps the competitive advantages among the employees. By forming the concept of knowledge staff voice, it can be concluded that paying attention to knowledge staff voice leads to presenting creative solutions to do affairs in critical situations. The presentation of these solutions by knowledge workers results in the acceptance of environmental changes, recognition and exploitation of new chances and ideas, and sharing experiences in Iranian knowledge-based companies.Practical implicationsStrengthening and expanding the voice of employees in knowledge-oriented companies can pave the way to growth and development towards a higher future that prevents the waste of tangible and intangible assets.Originality/valueCompanies' ability to engage in knowledge workers is a vital factor in human resource management and strategic management. However, the employee voice has not been involved integrally in the context of corporate.

Perspective Chapter: The Role of Knowledge Employees’ Voices in Creating Knowledge in Digital Startups

“…They are self-motivated and strive to achieve excellence in the organization. It is commonly impossible to force knowledge employees to work, bribe, or cheat; moreover, they are particularly motivated to do a better job without any extra money or imaginary technology [11]. Knowledge employees have different views toward occupational benefits.…”

“…They also employ their own knowledge in decision-making. In addition, they are considered effective, efficient, and productive assets to the business or society [11]. HRM plays a key role in programs aimed at empowering employees and encouraging them to participate in innovation in established businesses [28].…”

“…Besides, the competitive advantage of a digital startup is achieved through knowledge and the effective implementation of knowledge [32]. Regardless of their main products, digital startups carry out different levels of their activities with a focus on innovation [11]. Such companies aim to transform knowledge into power and create a knowledge-based business; hence, digital startups perform their economic activities based on research and development activities and help promote a knowledge-based economy in society [45].…”

“…Knowledge employees are known as the main resource of the organization and their development takes place within the organizational ecosystem, and cannot be duplicated by other organizations [11]. The organizational culture plays an important role in developing human capital through effective knowledge management and transfer.…”

The impact of transformational leadership on the turnover intention of the new generation of knowledgeable employees: A moderated mediation model

“…Currently, the post-80s and post-90s with higher education, professional knowledge and skills, and innovative vitality and potential have become important human resources of enterprises and public institutions. However, it is quite common for these new generations of knowledgeable workers to leave and frequently job-hop, which results in organizational management activities being faced with a lack of innovation and competitiveness, organizational performance being damaged, a divulge of organizational secrets, and the loss of important customers ( Park and Shaw, 2013 ; An and Zhang, 2014 ; Hosseini et al, 2022 ). Therefore, reducing the turnover rate of the new generation of knowledgeable workers is the premise of the sustainable development of the organization.…”