Studying the effect of HRM practices on the knowledge management process

Abstract

Purpose

This paper aims to study the effect of HRM practices on the knowledge management process, focusing on HRM practices both in isolation and forming a knowledge‐oriented HR system.

Design/methodology/approach

After reviewing the relevant literature, the paper empirically analyzes the relationship between knowledge‐oriented HR practices and the processes of knowledge acquisition, distribution, interpretation and storing, using a sample of 701 firms.

Findings

Findings provide evidence of a positive relationship between the adoption of a knowledge‐oriented HR system and each of the knowledge management processes, but also show that the HRM practices comprising that system have different effects on the knowledge management processes.

Research limitations/implications

The main limitations of this paper are the cross‐sectional design of the empirical research and the fact that data were collected from one source only.

Practical implications

Findings can guide managers hoping to enhance the development of organizational knowledge. They show that HRM practices may foster all the knowledge management process when they are adopted jointly, as a system of consistent knowledge‐oriented HRM practices. The paper also suggests some particular HRM practices that systems should include.

Originality/value

Although literature suggests that HRM can play a key role in knowledge management, little empirical research has explicitly examined the relationship between HRM and each of the knowledge management processes – that is the main purpose of this paper. In addition, the paper defines which practices should be included in a knowledge‐oriented HR system.

Citation

Jimenez‐Jimenez, D. and Sanz‐Valle, R. (2013), "Studying the effect of HRM practices on the knowledge management process", Personnel Review, Vol. 42 No. 1, pp. 28-49. https://doi.org/10.1108/00483481311285219