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.
Photo by Austin Distel on Unsplash
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.
Read the Original
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.
You can read the full text:
The following have contributed to this page