Human resource management practices stimulating knowledge sharing

  • Jana Matošková, Petra Směšná
  • Management & Marketing, January 2017, De Gruyter
  • DOI: 10.1515/mmcks-2017-0036

HR practices for knowledge sharing

Photo by Austin Distel on Unsplash

Photo by Austin Distel on Unsplash

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.

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.

Perspectives

Dr. Jana Matošková
Tomas Bata University in Zlín

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.

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http://dx.doi.org/10.1515/mmcks-2017-0036

The following have contributed to this page: Dr. Jana Matošková