Managing organisational knowledge through recruitment: searching and selecting embodied competencies

Managing organisational knowledge through recruitment: searching and selecting embodied competencies PurposeThe creation of customized, technology-based services is highly dependent on experience-based knowledge embodied in individual expert employees. Therefore, knowledge upgrading through recruitment is fundamental to advanced services firms. Paying particular attention to the role of pre-existing knowledge bases and organisational contexts, this paper aims to investigate how software services firms search and select new employees. By doing so, it addresses an underdeveloped part of the human resource management (HRM) literature that concerns the relationship between recruitment and organisational learning.Design/methodology/approachThe analysis uses qualitative data gathered through semi-structured interviews with HR managers and executives in 12 software firms located in the Norwegian capital, and supplementary information from technologists’ CVs. The firms are strategically chosen to support conceptual development and to allow theoretical generalizations that have relevance for practitioners, and for future research.FindingsThe findings point to a challenging tension associated with the need to create stable individual knowledge linkages internally in consultancy-based business environments where technologists tend to develop their careers through external labour market mobility.Practical implicationsMangers should reflect upon the balance between external and internal competence investments. The creation of an organisational labour market represents one way of co-investing in integrative capabilities and thus of avoiding over-dependency on external sources of knowledge.Originality/valueThe study provides a conceptual model linking recruitment to organisational learning, and emphasises the importance of knowledge management functions at the intersection between external labour markets and the internal organisation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Managing organisational knowledge through recruitment: searching and selecting embodied competencies

Loading next page...
 
/lp/emerald/managing-organisational-knowledge-through-recruitment-searching-and-PyXrW96fgQ
Publisher
Emerald Group Publishing Limited
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1367-3270
D.O.I.
10.1108/JKM-12-2016-0541
Publisher site
See Article on Publisher Site

Abstract

PurposeThe creation of customized, technology-based services is highly dependent on experience-based knowledge embodied in individual expert employees. Therefore, knowledge upgrading through recruitment is fundamental to advanced services firms. Paying particular attention to the role of pre-existing knowledge bases and organisational contexts, this paper aims to investigate how software services firms search and select new employees. By doing so, it addresses an underdeveloped part of the human resource management (HRM) literature that concerns the relationship between recruitment and organisational learning.Design/methodology/approachThe analysis uses qualitative data gathered through semi-structured interviews with HR managers and executives in 12 software firms located in the Norwegian capital, and supplementary information from technologists’ CVs. The firms are strategically chosen to support conceptual development and to allow theoretical generalizations that have relevance for practitioners, and for future research.FindingsThe findings point to a challenging tension associated with the need to create stable individual knowledge linkages internally in consultancy-based business environments where technologists tend to develop their careers through external labour market mobility.Practical implicationsMangers should reflect upon the balance between external and internal competence investments. The creation of an organisational labour market represents one way of co-investing in integrative capabilities and thus of avoiding over-dependency on external sources of knowledge.Originality/valueThe study provides a conceptual model linking recruitment to organisational learning, and emphasises the importance of knowledge management functions at the intersection between external labour markets and the internal organisation.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Jan 8, 2018

There are no references for this article.

You’re reading a free preview. Subscribe to read the entire article.


DeepDyve is your
personal research library

It’s your single place to instantly
discover and read the research
that matters to you.

Enjoy affordable access to
over 12 million articles from more than
10,000 peer-reviewed journals.

All for just $49/month

Explore the DeepDyve Library

Unlimited reading

Read as many articles as you need. Full articles with original layout, charts and figures. Read online, from anywhere.

Stay up to date

Keep up with your field with Personalized Recommendations and Follow Journals to get automatic updates.

Organize your research

It’s easy to organize your research with our built-in tools.

Your journals are on DeepDyve

Read from thousands of the leading scholarly journals from SpringerNature, Elsevier, Wiley-Blackwell, Oxford University Press and more.

All the latest content is available, no embargo periods.

See the journals in your area

Monthly Plan

  • Read unlimited articles
  • Personalized recommendations
  • No expiration
  • Print 20 pages per month
  • 20% off on PDF purchases
  • Organize your research
  • Get updates on your journals and topic searches

$49/month

Start Free Trial

14-day Free Trial

Best Deal — 39% off

Annual Plan

  • All the features of the Professional Plan, but for 39% off!
  • Billed annually
  • No expiration
  • For the normal price of 10 articles elsewhere, you get one full year of unlimited access to articles.

$588

$360/year

billed annually
Start Free Trial

14-day Free Trial