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.

Theoretical and Practical Aspects of Knowledge Management

2011 ◽  
pp. 23-31
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.

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.

The Role of Human Resource Management in Enhancing Organizational Information Systems Security

2020 ◽  
pp. 278-303
Author(s):  
Peace Kumah
Keyword(s):  
Information Systems ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Relations ◽  
Information Systems Security ◽  
Background Checks ◽  
Systems Security ◽  
Organizational Information

Emerging human resource management (HRM) practices are focusing on background checks, training and development, employer-employee relations, responsibility and accountability, and monitoring of information systems security resources. Information systems security ensures that appropriate resources and adequate skills exist in the organization to effectively manage information security projects. This chapter examined the role of HRM in enhancing organizational information systems security. Using importance-performance map analysis, the study found training, background checks, and monitoring as crucial HRM practices that could enhance organizational information systems security. Moreover, four indicators, consisting of training on mobile devices security; malware management; background checks; and monitoring of potential, current, and former employees recorded high importance but with rather low performance. Consequently, these indicators should be improved. On the contrary, the organizations placed excessive focus on responsibility, accountability, and employee relations.

scholarly journals Knowledge management as a strategic tool for human resource management at higher education institutions

2018 ◽  
Vol 20 (1) ◽  
Author(s):  
Loganathan N. Govender ◽  
Rubeshan Perumal ◽  
Sadhasivan Perumal
Keyword(s):  
Higher Education ◽  
South Africa ◽  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Higher Education Institutions ◽  
Knowledge Generation ◽  
Knowledge Management Initiatives

Background: Higher education institutions (HEIs) the world over are beginning to recognise the importance of knowledge management; however, such institutions are still in their formative stages of addressing, evaluating and implementing the benefits of knowledge management with particular reference to human resource management (HRM). Knowledge management is a viable means through which HEIs could gainfully capitalise on their intellectual and social capital. Objectives: This study explores knowledge management as a strategic tool for HRM in HEIs. Specifically, the dimensions such as organisational culture, organisational performance, technology, management support and the institutions’ mission and vision will be evaluated to understand knowledge management within HEIs. Method: Using a cross-sectional survey design, a self-administered questionnaire was sent to 91 individuals representing senior, middle and junior human resource managers at selected HEIs in South Africa, Mauritius and India. The study investigated the impact of policies, systems and processes that the HEIs implemented in support of knowledge management and knowledge sharing. Results: A total of 91 human resource practitioners responded to the survey, the majority of whom were male (56%). Respondents from the different countries have similar perceptions regarding the issues that encourage knowledge generation and knowledge sharing (p = 0.209), and how characteristics of their institutions compare with those applicable to learning organisations (p = 0.422). Respondents disagreed to differing extents across countries that organisational or departmental structures, political interference, communication channels between employees and command and control procedures retarded knowledge generation and sharing (p = 0.001). Respondents from the different countries have differing perceptions regarding the speed at which knowledge is transferred (p = 0.000), the reliability of the knowledge that is transferred as well as the extent to which decisions can be made in using the available knowledge (p = 0.000), the ease with which knowledge is transferred in their context (p = 0.016), the transfer of tacit knowledge in their organisations (p = 0.000), whether individual employees use personal knowledge as a source of power (p = 0.025) and the role of the information and communications technology (ICT), infrastructure in knowledge creation and sharing (p = 0.000). Conclusion: The results provide convincing arguments to support the integration of HRM and knowledge management initiatives in HEIs. Whilst the HRM function at HEIs has demonstrated that it has the capability and resources to implement knowledge management initiatives, the results reflect that much ground needs to be covered to realise the full benefits of this endeavour. The study confirms that an effective knowledge management strategy for HRM that is aligned to the organisation’s strategic objectives is imperative for HEIs in South Africa.

The effects of knowledge management processes on human resource management

2018 ◽  
Vol 9 (3) ◽  
pp. 310-328 ◽  
Author(s):  
Halil Zaim ◽  
Yavuz Keceli ◽  
Ashraf Jaradat ◽  
Selma Kastrati
Keyword(s):  
Knowledge Management ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Knowledge Utilization ◽  
Content Type ◽  
Research Findings ◽  
The Impact ◽  
A Company

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.

Sign in / Sign up

Export Citation Format

Share Document