Since the beginning of the 1990’s knowledge management has gained a significant role in research as well as in practice in today’s global organisations. This is due to several changes that took place in the last 20 years, one of the most important ones being the general and global shift from manufacturing to service business (Evans, 2003), increasing global competition and the rise and development of information and communication technology (ICT) (Davenport & Prusak, 1998).
Information and knowledge today are often seen as the main determining factors of competitiveness of organisations (Evans, 2003). Modern organisations therefore have to ask themselves how to implement an effective knowledge management.
The terms knowledge and knowledge management are difficult to define and differ in meaning according to the context. Therefore, in order to keep it simple, both terms should be seen, in this essay, in the context of an organisation’s knowledge management system which is “a system that enhances organizational learning through facilitation of knowledge (both tacit and explicit) exchange and sharing” (Yahya & Goh, 2002, p. 458).
This essay will deal with the link between knowledge management and human resource management (HRM) and in particular with the question how HRM can contribute to share tacit knowledge within an organisation.
Table of Contents
1. Introduction
2. Knowledge as a source of sustainable competitive advantage
3. Tacit and explicit knowledge
4. The role of HRM in knowledge management
5. The two different strategies of knowledge management and the role of IT
6. How can HRM contribute to tacit knowledge sharing?
7. Conclusion
Objectives & Topics
This essay explores the critical intersection between knowledge management and human resource management (HRM), specifically focusing on how HRM strategies can facilitate the sharing of tacit knowledge to enhance organizational performance and competitive advantage.
- The relationship between organizational knowledge and sustainable competitive advantage
- Distinctions between tacit and explicit knowledge
- The strategic evolution of HRM within knowledge management systems
- Analysis of codification versus personalization knowledge management strategies
- Practical methods for fostering tacit knowledge sharing (e.g., wikis, mentoring, storytelling)
Excerpt from the Book
The role of HRM in knowledge management
In the last years more and more researchers found that there should be a shift from HRM’s role from an administrating one to a more strategic one, responding to the several important changes and new challenges that influenced business and organisations, like globalisation, new technology, changing customer behaviours and so on.
HRM could not longer only be administrating an organisation’s staff but has to become a “partner in strategy execution”, in order to enhance an organisation’s excellence (Ulrich, 1998, p. 127). As Ulrich (1998) points out, “the efforts to achieve such excellence – through a focus on learning, quality, team work and reengineering – are driven by the way organizations get things done and how they treat their people” (p. 124).
As knowledge, especially tacit knowledge, is on the one hand highly important to gain a competitive advantage and on the other hand depending on people, within this new role of HRM described above should be involved the task to think about knowledge management. An organisation’s knowledge management strategy should be in line with the HRM strategy and both of them in line with the overall business strategy (Hansen, Nohria, & Tierney, 1999; Edvardsson, 2008). More specifically, this means that any knowledge management strategy has direct implications for the four HRM activities: recruitment and selection, training and development, performance management and reward and recognition.
Summary of Chapters
1. Introduction: This chapter introduces the increasing importance of knowledge management in modern global organizations and outlines the focus on the role of HRM in sharing tacit knowledge.
2. Knowledge as a source of sustainable competitive advantage: This section explains how intangible assets, specifically an organization's internal knowledge, serve as a hard-to-imitate source of competitive advantage.
3. Tacit and explicit knowledge: The chapter differentiates between explicit knowledge (data/facts) and tacit knowledge (know-how/personal experience), highlighting the latter's difficulty to retain but its value for innovation.
4. The role of HRM in knowledge management: This section discusses the shift of HRM from an administrative function to a strategic partner essential for executing knowledge-based organizational excellence.
5. The two different strategies of knowledge management and the role of IT: The chapter compares the codification strategy (database-driven) and the personalization strategy (people-driven) and explains how they influence organizational success.
6. How can HRM contribute to tacit knowledge sharing?: This section provides a framework for HRM to implement strategies, supportive environments, and specific methods like wikis, mentoring, and storytelling to foster knowledge exchange.
7. Conclusion: The conclusion summarizes the key finding that HRM is a central driver in managing the social aspect of knowledge sharing and calls for further research on effective reward systems.
Keywords
Knowledge Management, Human Resource Management, HRM, Tacit Knowledge, Explicit Knowledge, Competitive Advantage, Organizational Learning, Codification Strategy, Personalization Strategy, Knowledge Sharing, Strategy Execution, Intangible Assets, Mentoring, Storytelling, Reward Systems
Frequently Asked Questions
What is the core subject of this paper?
The paper examines the link between knowledge management and human resource management, focusing on how HR functions can foster the sharing of tacit knowledge to gain competitive advantages.
What are the primary themes discussed?
The main themes include the classification of knowledge types, the resource-based view of the firm, the strategic role of HRM, and specific KM strategies like codification and personalization.
What is the ultimate goal of the author?
The primary goal is to demonstrate that HRM is a key participant in knowledge management and to identify practical ways in which HR can drive the effective sharing of tacit knowledge.
Which methodology is applied in this research?
The paper utilizes a literature-based theoretical analysis, synthesizing insights from key researchers in the fields of management, strategy, and HRM to build a conceptual framework.
What does the main body of the text cover?
The main body covers the theoretical distinction between tacit and explicit knowledge, the strategic alignment required between HR and business goals, and practical methods for enhancing knowledge sharing.
What keywords describe this work best?
Key terms include Knowledge Management, HRM, Tacit Knowledge, Competitive Advantage, and Organizational Learning.
How does the author define tacit knowledge?
Tacit knowledge is described as intangible "know-how" that is tied to individual minds, characterized by personal experience and creativity, making it difficult to express or replicate.
Why is the personalization strategy preferred for tacit knowledge?
Because tacit knowledge is deeply personal, it requires social interaction, face-to-face communication, and an environment of trust rather than just database storage.
- Quote paper
- Viktoria Sass (Author), 2011, The Link between Knowledge Management and Human Resource Management, Munich, GRIN Verlag, https://www.grin.com/document/190996
