Abstract
The knowledge-based economy of today heralds an era where the business environment is characterized by complex and ever-changing conditions, driven by rapid technological advancements. With knowledge regarded as the main competitive resource, continuous learning becomes critical to firms as they try to keep up with the latest technology and business practices. Moreover, knowledge resides within individual employees, and the challenge is to ensure that knowledge is acquired, applied, and shared to benefit the firm. The situation becomes more complex when it is established that there exists different human capital in firms at any one time, differentiated based on the types of knowledge they contribute to the firm. Further, scant literature exists on the relationship dynamics between the different human capital groups and their influences on individual learning. This paper aims to propose a potential system to manage interaction between the different human capital groups within firms, and its link to enhancing different types of individual learning and intellectual capital.
Highlights
A ‘knowledge-based economy’ is an economy that is hugely driven by skills, information and knowledge (OECD & Eurostat, 2005)
It augments the business environment that is already made complex by rapid technological development (Chen & Huang, 2009)
Literature on managing employees in acquiring, sharing, and applying knowledge is available (Youndt & Snell, 2004); scant literature is found on strategies that focus on organizational knowledge flow and continuous learning (Kang, Morris, & Snell, 2007)
Summary
A ‘knowledge-based economy’ is an economy that is hugely driven by skills, information and knowledge (OECD & Eurostat, 2005). While it is observed that ample HRM literature recognizes the human capital types and different strategies required to manage them, the relationship ‘between’ the human capital groups remains unexplored This gap is partially and minimally addressed by researchers studying social interactions among organization employees who highlight the need for further research on social interaction, learning, and knowledge exchange in organizations (Kang, Morris, & Snell, 2007). It appears that only limited literature exists on the relationship dynamics between the different human capital groups and their influences on individual learning. The research question is ‘how can a firm’s human capital types be leveraged upon for the purposes of continuous individual learning and organizational knowledge building?’ As such, this paper aims to explore a firm’s system for managing interaction and knowledge flow between its different human capital types, and its link to individual learning and the firm’s intellectual capital
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