Sharing Is Caring: The Impact of Person-Organisation Fit on Knowledge Sharing in High-Technology Firms, and the Moderating Role of Internal and External Recruitment

Literature Review , 2021 , 10 Pages , Grade: 2,0

Leadership and Human Resources - Miscellaneous

This literature review investigates the impact of person-organization fit on knowledge sharing in high-technology firms and whether the relationship is moderated by internal and external recruitment. High-technology firms are depending on the skills and know-how of their human resources to outperform their competitors in dynamic industries. However, knowledge workers in high-technology firms regard their knowledge as their main capital, providing them with power and security. This discourages knowledge sharing at the expense of firm performance. Fostering person-organization fit through HR practices that meet the employees’ needs and interests increases employee commitment and motivates them to engage in activities that contribute to achieving the firm’s strategic goals, such as exchanging and creating knowledge. By hiring candidates that fit with the company, high-technology firms can ensure P-O fit and thus facilitate knowledge sharing. To promote a good fit with the company, high-technology firms should fill positions through internal mobility rather than external hiring. Internal recruitment provides more valuable information about the candidates who already have prior experience in the company. It also creates a commitment-based environment of trust and cooperation, allowing employees to be open and share knowledge with each other. Moreover, high-technology firms must develop a mindset shared by employees and the organization, which entails the employees’ understanding of how they can contribute to the achievement of the organizational objectives. HR practices can create a common mindset that values and embraces the exchange and creation of knowledge. To increase the motivation for sharing knowledge, high-technology firms can introduce a team-based incentive system that rewards the sharing of useful information. Overall, high-technology firms can facilitate knowledge sharing by implementing HR practices that promote the fit between person and organisation, including internal selection practices, to gain a long-term competitive advantage from their employees’ knowledge.

Inhaltsverzeichnis (Table of Contents)

• Introduction
• Person-Organisation Fit
• Knowledge Sharing
• Impact of Person-Organisation Fit on Knowledge Sharing
• The Moderating Role of Internal and External Recruitment
• Fostering Knowledge Sharing Through Person-Organisation Fit
• Conclusion

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This paper investigates the influence of person-organisation fit on knowledge sharing within high-technology firms. It analyzes whether the relationship is moderated by internal and external recruitment strategies. This research aims to provide insights into how organizations can foster knowledge sharing through targeted HR practices and recruitment strategies.

• The relationship between person-organisation fit and knowledge sharing in high-technology firms
• The moderating role of internal and external recruitment on the impact of person-organisation fit on knowledge sharing
• The significance of knowledge sharing in high-technology firms for competitive advantage and innovation
• The influence of action and interest alignment on person-organisation fit and knowledge sharing
• The impact of trust and communication on knowledge sharing in a high-technology context

Zusammenfassung der Kapitel (Chapter Summaries)

• Introduction: Introduces the concept of person-organisation fit and its impact on employee attitudes and behaviors. Highlights the importance of knowledge sharing in high-technology firms and the challenges they face in ensuring knowledge flow within the company.
• Person-Organisation Fit: Defines person-organisation fit and explores its two dimensions: the individual and the organisational level. Introduces the concepts of action and interest alignment, explaining their significance in fostering employee engagement and contribution to organizational success.
• Knowledge Sharing: Explains the process of knowledge sharing and its importance in organizations. Describes the three phases of knowledge sharing: knowledge seeking, identification, and transfer.
• Impact of Person-Organisation Fit on Knowledge Sharing: Analyzes how person-organisation fit influences knowledge exchange and acquisition within high-technology firms. Examines the role of HR practices in fulfilling employee needs and aligning with their values.
• The Moderating Role of Internal and External Recruitment: Explores the impact of recruitment strategies on person-organisation fit and knowledge sharing. Discusses the advantages of internal mobility in fostering firm-specific skills and knowledge.

Schlüsselwörter (Keywords)

Person-organisation fit, knowledge sharing, high-technology firms, internal recruitment, external recruitment, action alignment, interest alignment, HR practices, employee commitment, trust, communication, competitive advantage, innovation.

• College: Maastricht University
• Grade: 2,0
• Author: Sabina Dörner (Author)
• Publication Year: 2021
• Pages: 10
• Catalog Number: V1184379
• ISBN (PDF): 9783346608123
• Language: English
• Tags: P-O Fit, Knowledge Sharing, Internal Recruitment, External Recruitment