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.
Table of Contents
1. Introduction
2. Person-Organisation Fit
3. Knowledge Sharing
4. Impact of Person-Organisation Fit on Knowledge Sharing
5. The Moderating Role of Internal and External Recruitment
6. Fostering Knowledge Sharing Through Person-Organisation Fit
7. Conclusion
Research Objectives and Core Themes
This literature review aims to investigate the influence of person-organisation fit (P-O fit) on knowledge sharing within high-technology firms, while analyzing how internal and external recruitment practices moderate this relationship.
- Concepts of person-organisation fit and its impact on employee behavior.
- The mechanisms of knowledge sharing and its critical role in competitive advantage.
- The influence of HR practices, specifically recruitment, on organizational fit.
- The importance of alignment between individual and organizational goals.
- Strategies for fostering an organizational culture conducive to knowledge sharing.
Excerpt from the Book
3. Knowledge Sharing
According to Armstrong (2020), knowledge sharing is the process of exchanging knowledge between those who have it and those who need it. In the organisational context, it is the sharing of expertise, skills, and knowledge related to the organisational systems and procedures (Armstrong, 2020). Hansen et al. (2005) describe three phases of knowledge sharing within organisations. First, employees decide whether they seek knowledge within their team or in other subunits of the organisation. In the second phase, they actively search for, identify, and assess potentially useful knowledge. It is then transferred and integrated within the third phase (Hansen et al., 2005). Exchanging and combining ideas and knowledge leads to the creation of new knowledge in organisations (Collins & Smith, 2006). As high-technology firms rely on the knowledge and skills of their employees, knowledge sharing is a critical resource that enables them to be innovative and build a long-term competitive advantage (Collins & Smith, 2006).
Summary of Chapters
1. Introduction: This chapter outlines the importance of knowledge flow in high-technology firms and introduces the research purpose regarding P-O fit and recruitment.
2. Person-Organisation Fit: The chapter defines the compatibility between employees and their organization, introducing dimensions of individual and organizational fit along with action and interest alignment.
3. Knowledge Sharing: This section details the process of knowledge exchange, identifying the three phases of sharing and its role as a resource for innovation.
4. Impact of Person-Organisation Fit on Knowledge Sharing: This chapter explores how P-O fit mitigates the perceived threat to power that knowledge sharing poses to employees and enhances organizational commitment.
5. The Moderating Role of Internal and External Recruitment: This section examines how staffing decisions impact P-O fit, emphasizing that internal mobility often better supports firm-specific skills and knowledge.
6. Fostering Knowledge Sharing Through Person-Organisation Fit: The chapter discusses how HR practices and internal selection can create a "line of sight" and a common mindset that encourages sharing behavior.
7. Conclusion: The conclusion synthesizes the findings, reiterating that strategic HR practices and internal recruitment are essential for facilitating knowledge sharing in high-technology industries.
Keywords
Person-Organisation Fit, Knowledge Sharing, High-Technology Firms, Internal Recruitment, External Recruitment, HR Practices, Organizational Commitment, Competitive Advantage, Action Alignment, Interest Alignment, Line of Sight, Tacit Knowledge, Staffing Decisions, Organizational Culture, Human Resource Management.
Frequently Asked Questions
What is the primary focus of this paper?
The paper examines how the compatibility between an individual and their organization (P-O fit) influences the willingness of employees to share knowledge in high-tech environments.
What are the core thematic areas?
The work covers Person-Organisation fit, knowledge management, human resource strategy, and the specific impact of recruitment sources on employee performance and cooperation.
What is the central research objective?
The goal is to determine the impact of P-O fit on knowledge sharing and to understand how internal versus external recruitment moderates this relationship.
Which scientific method is employed?
This is a literature review, which synthesizes existing academic research and theories to analyze the interplay between HR practices and organizational performance.
What does the main body of the text address?
It covers the conceptual definitions of P-O fit and knowledge sharing, the positive correlation between them, the strategic role of recruitment, and practical HR techniques to improve knowledge flow.
Which keywords best characterize the work?
Core terms include Person-Organisation fit, Knowledge Sharing, High-Technology Firms, and Human Resource Management.
How does internal recruitment benefit knowledge sharing?
Internal recruitment leverages existing firm-specific knowledge and experience, fostering a climate of trust and commitment that reduces the competitive tension associated with knowledge sharing.
Why is "line of sight" important for high-tech firms?
It ensures that employees cognitively understand how their individual actions contribute to the broader success and strategic objectives of the organization, which motivates knowledge sharing.
- Quote paper
- Sabina Dörner (Author), 2021, 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, Munich, GRIN Verlag, https://www.grin.com/document/1184379
