What is it about?
The purpose of this paper is to investigate the effect of specific human resource management (HRM) practices on knowledge sharing behaviour among employees of knowledge intensive firms (KIFs). This study will be beneficial for researchers, practitioners, scholars, organisational leaders and employees. It will also be helpful for those interested in organisational structure and relationships across organisations in knowledge context.
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Why is it important?
This study makes a valuable contribution, given that there is a lack of empirical studies of this nature focusing on the South East Asian region.
Perspectives
in this study, results suggest that HRM practices have a direct positive effect on employees’ knowledge sharing behavior. Surprisingly, in this study, results show that employees’ knowledge sharing behavior is independent of reward systems and employees’ recognition.
Dr. Salman Iqbal
University of Central Punjab
Read the Original
This page is a summary of: Employees as performers in knowledge intensive firms: role of knowledge sharing, International Journal of Manpower, October 2015, Emerald,
DOI: 10.1108/ijm-10-2013-0241.
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