إستراتيجيات إدارة الموارد البشرية وأثرها في الجدارات الجوهرية الدور المعدل لإدارة المعرفة : دراسة تطبيقية في المصارف التجارية الأردنية = Human Resource Management Strategies and Their Impact on Core Competences the Moderate Role of Knowledge Management : An Applied Study in Jordanian Commercial Banks

2019 ◽  
pp. 17-53
Author(s):  
إسحق محمود الشعار ◽  
العبادي ، لينا حمدان
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Commercial Banks ◽  
Management Strategies ◽  
Applied Study ◽  
Core Competences

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

2015 ◽  
pp. 164-193 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Organizational Learning ◽  
Human Resource Management ◽  
Organizational Performance ◽  
Human Resource ◽  
Sustainable Competitive Advantage ◽  
Management Capability ◽  
Knowledge Management Capability

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

Alignment of Knowledge Management Strategies with Human Resource Management: An Overview

2017 ◽  
Vol 8 (1) ◽  
pp. 60
Author(s):  
Harichandan Mishra ◽  
Sundaray Bijaya Kumar ◽  
Santosh Kumar Tripathy
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Management Strategies

Theoretical and Practical Aspects of Knowledge Management

2011 ◽  
pp. 855-861 ◽  
Author(s):  
Frank Land ◽  
Sevasti-Melissa Nolas ◽  
Urooj Amjad
Keyword(s):  
Knowledge Management ◽  
Information Systems ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
20Th Century ◽  
Knowledge Workers ◽  
Research Projects

The last decade of the 20th century saw the emergence of a new discipline within the realm of information systems, which became known as knowledge management (KM). As such, it has become one of the most discussed issues amongst academics and practitioners working in the information systems and human resource management arenas (Prusack, 2001). Amongst academics it has become an area of specialisation with research projects, journals, conferences, books, encyclopaedias, and numerous papers devoted to the topic. Businesses are investing heavily in buying or developing KM supportive systems. However, predominately researchers and practitioners in this area have tended to see (see for example, Alavi & Leidner, 2001; Baskerville, 1998): 1. consider the context in which knowledge management takes place as teams of knowledge workers in communities of practice, whose performance and the performance of their organisation, can be enhanced by knowledge sharing; 2. focus on the process—the creation and application of knowledge management programmes and systems as an organisational resource—neglecting, with some exceptions (Alvesson & Karreman, 2001; Swan & Scarborough, 2001; Schultze, 1999), the wider context in which knowledge management takes place and the fact that resources can be used in ways that can be both creative and destructive, facilitating and manipulative; and 3. stress the role of technology as the enabling agent for KM.

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