How Human Resource Practices Impact Knowledge Sharing in R&D Teams

2007 ◽  
Author(s):  
Bi-Fen Hsu ◽  
Wan-Yu Chen ◽  
Mei-Ling Wang ◽  
Hui-Yun Yu
Keyword(s):  
Knowledge Sharing ◽  
Human Resource ◽  
Human Resource Practices

Intergenerational workplace knowledge sharing: challenges and new directions

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiayang Tang ◽  
Jorge Tiago Martins
Keyword(s):  
Knowledge Sharing ◽  
Human Resource ◽  
Older Workers ◽  
Retail Banking ◽  
Theory And Practice ◽  
Human Resource Practices ◽  
Content Type ◽  
Ageing Workforce ◽  
Managerial Practices ◽  
Big Four

PurposeDrawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.Design/methodology/approachContextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a Chinese big four bank.FindingsThe encouragement of knowledge sharing between younger and older workers should be incorporated into organisations' human resource strategies. The availability of development, maintenance, utilisation and accommodative human resource practices signals to older workers that they are valuable and are worth investing in.Originality/valueThe authors’ contribution to theory and practice is twofold: starting with the identification of perceived knowledge sharing challenges, the authors’ analysis offers important contextually grounded insights into what types of managerial practices are relevant in eliciting successful knowledge sharing within organisations faced with an ageing workforce.

The relationship between human resource practices and knowledge sharing in service firms

2017 ◽  
Vol 34 (2) ◽  
pp. 74-80 ◽  
Author(s):  
Henry Boateng ◽  
Abednego Feehi Okoe ◽  
Tiniwah Deborah Mensah
Keyword(s):  
Linear Regression ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Service Industry ◽  
Employee Commitment ◽  
Human Resource Practices ◽  
Service Firms ◽  
Workplace Friendship ◽  
Team Culture ◽  
The Relationship

Human resource practices have been found to be critical in knowledge sharing. Thus, this study examined the effects of job satisfaction, employee commitment, workplace friendship and team culture on knowledge sharing. This study used the survey research design. The respondents of the study were employees of the service industry. Multiple linear regression was used to analyse the data. The results show that employee commitment, workplace friendship and team culture explain the variance in knowledge sharing in service firms. The implications of the findings have been discussed at the end of the article.

scholarly journals The Role of Organizational Culture and Human Resource Management Practices in Strengthening the Effect of Leadership on Knowledge Sharing (A Study at Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia)

2016 ◽  
Vol 1 (1) ◽  
pp. 72-80
Author(s):  
Armanu Thoyib ◽  
Noermijati Noermijati ◽  
Nadiyah Hirfiyana Rosita
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
General Hospital ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Practices ◽  
Human Resource Management Practices

Objective - The results of previous studies showthat leadership has a positive effect on knowledge sharing. However, there was a lack of studies which could prove that organizational culture and human resource practices can strengthen the effect of leadership on knowledge sharing. The objective of this study isto explain the role of organizational culture and human resource practices as moderating variables for the effect of leadership on knowledge sharing. Methodology/Technique - The study was conducted at the Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia. The number of respondents were 55 nurses. The WarpPLS program was utilized to obtain analysis of the study. Findings – The results of the study showthat both organizational culture and human resource practices are not strong enough to serve as moderators for the effect of leadership on knowledge sharing. Novelty - This study shares the idea that both organizational culture and human resource management practices cannot serve as moderating variableswhich can affect transformational leadership in health service organizations. In this case, the nurses' knowledge sharing. This study also generated an advanced idea for verification. Type of Paper - Empirical Keywords: Leadership, Knowledge Sharing, Organizational Culture, Human Resource Management Practices, Nurse. JEL Classification: M12, M14.

Knowledge-sharing mechanisms: human resource practices and trust

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Huajiang Yu ◽  
Yoshi Takahashi
Keyword(s):  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Training And Development ◽  
Employee Perceptions ◽  
Human Resource Practices ◽  
Content Type ◽  
Knowledge Sharing Behavior ◽  
The Relationship ◽  
Sharing Behavior

PurposeThis study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace.Design/methodology/approachBased on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses.FindingsEmployee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was.Practical implicationsOrganizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices.Originality/valueThis study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.

Sign in / Sign up

Export Citation Format

Share Document