<abstract xmlns="http://www.w3.org/1999/xhtml"><p> The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.</p></abstract>

The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.

Human resource management practices stimulating knowledge sharing

Management & Marketing

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

{"article-title":"Human resource management practices stimulating knowledge sharing"}

The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge...

Human resource management practices stimulating knowledge sharing

Online veröffentlicht: 11. Jan. 2018

Seitenbereich: 614 - 632

DOI: https://doi.org/10.1515/mmcks-2017-0036

Schlüsselwörter
HRM practices, knowledge sharing, organizational performance, knowledge management, personality traits of employees, organizational culture, managers

© 2018

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Human resource management practices stimulating knowledge sharing

Online veröffentlicht: 11. Jan. 2018

Seitenbereich: 614 - 632

DOI: https://doi.org/10.1515/mmcks-2017-0036

SchlüsselwörterHRM practices, knowledge sharing, organizational performance, knowledge management, personality traits of employees, organizational culture, managers

© 2018

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Schlüsselwörter
HRM practices, knowledge sharing, organizational performance, knowledge management, personality traits of employees, organizational culture, managers