The influence of HR practices upon knowledge brokering in professional organizations for service improvement: Addressing professional legitimacy and identity in health care

Abstract

AbstractDrawing upon sociology of professions, our study extends insight into the specific HR practices that shape the microdynamics of knowledge‐sharing behaviors among professionals. Empirically, we examine the influence of Human Resource (HR) practices on enactment of a knowledge‐brokering role by doctors to drive service improvement in health care. Our study shows, first, HR practices influence professional identity, which is predicated on jurisdictional autonomy and client interest. Second, HR practices influence the legitimacy of any role and associated activities, with professionals valuing collegial leadership and evidence‐based practice. Our study highlights it is employee perceptions of the effect of HR practices upon their legitimacy and identity that shape their attitudes and behavior toward knowledge sharing. Thus, different HR practices have different effects on knowledge sharing. Further, the same HR practice may be perceived differently even within the same cadre of professionals, depending upon their relative status and career interests.