What is it about?

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.

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Why is it important?

This paper combines previous research findings and thus, can offer a more comprehensive approach to understanding the phenomenon. Additionally, this study supposes that the effect of HRM practices on knowledge sharing is not direct and offers a new model of the relations between HRM practices and knowledge sharing. Furthermore, testable propositions are suggested.


Although the knowledge management literature has recognized the importance of HRM issues for knowledge management initiatives, it still has not fully embrace and engage with HRM concepts and framework.

Assoc. Prof. Jana Matošková
Tomas Bata University in Zlín

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This page is a summary of: Human resource management practices stimulating knowledge sharing, Management & Marketing, January 2017, De Gruyter, DOI: 10.1515/mmcks-2017-0036.
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