HRM practices and knowledge sharing: an empirical study

Abstract

PurposeThe purpose of this paper is to investigate the association between human resource management (HRM) practices and knowledge sharing from the Malaysian industry context.Design/methodology/approachThe method of exploratory factor analysis and confirmatory factor analysis were employed to evaluate the reliability and validity of the measurement model. The structural equation modeling (SEM) method was applied to examine the theoretical framework.FindingsThe results indicate that recruitment and selection, teamwork, training and development, and performance appraisal, showed a positive relationship with knowledge sharing, as perceived by the managers in the Malaysian manufacturing and service organizations.Research limitations/implicationsThe research design in this study was cross‐sectional rather than longitudinal. Hence, even though the SEM method was adopted, the interpretations of the cause‐effect‐relationship among the variables could not be determined. In this case, longitudinal research designs serve to be more constructive as compared with cross‐sectional designs in providing causation evidence between HRM practices and knowledge sharing.Practical implicationsFindings from this study should be beneficial for HRM managers in developing countries such as Malaysia, who plan to develop competitive knowledge sharing competencies through the adoption of HRM practices.Originality/valueThe contribution of this study is the construction of a measurement system of HRM practices and knowledge sharing that could facilitate future research on human resource management, as well as highlighting important implications for HR managers in developing countries.