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Linking human resource management and knowledge management via commitment A review and research agenda

Linking human resource management and knowledge management via commitment A review and research... This paper contributes to the development of the knowledge management and human resource management literatures through developing the linkages between them. Increasingly it is being acknowledged that the success of knowledge management initiatives is fundamentally predicated on having workers who are prepared to share their knowledge. It is suggested that HRM concepts and frameworks could be utilized to improve our understanding of what shapes the willingness (or reluctance) of workers to share their knowledge. Specifically the paper considers how the motivation of workers to share their knowledge may be shaped by their level of organizational commitment. Guest and Conway’s model of the psychological contract is modified to link commitment with knowledge‐sharing attitudes and behaviours. Finally, it is suggested that, if commitment is linked to knowledge‐sharing attitudes, then the apparently low commitment levels reported by a number of surveys may mean this represents a key problem for knowledge management initiatives. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Employee Relations: An International Journal Emerald Publishing

Linking human resource management and knowledge management via commitment A review and research agenda

Employee Relations: An International Journal , Volume 25 (2): 21 – Apr 1, 2003

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References (83)

Publisher
Emerald Publishing
Copyright
Copyright © 2003 MCB UP Ltd. All rights reserved.
ISSN
0142-5455
DOI
10.1108/01425450310456479
Publisher site
See Article on Publisher Site

Abstract

This paper contributes to the development of the knowledge management and human resource management literatures through developing the linkages between them. Increasingly it is being acknowledged that the success of knowledge management initiatives is fundamentally predicated on having workers who are prepared to share their knowledge. It is suggested that HRM concepts and frameworks could be utilized to improve our understanding of what shapes the willingness (or reluctance) of workers to share their knowledge. Specifically the paper considers how the motivation of workers to share their knowledge may be shaped by their level of organizational commitment. Guest and Conway’s model of the psychological contract is modified to link commitment with knowledge‐sharing attitudes and behaviours. Finally, it is suggested that, if commitment is linked to knowledge‐sharing attitudes, then the apparently low commitment levels reported by a number of surveys may mean this represents a key problem for knowledge management initiatives.

Journal

Employee Relations: An International JournalEmerald Publishing

Published: Apr 1, 2003

Keywords: Human resource management; Knowledge management; Employee attitudes; Commitment

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