Abstract
Previous empirical evidence has suggested that knowledge management and human resource practices can interact in order to improve firm performance. Based on this idea, the purpose of this study is to propose and test an integrative model that examines strategic human resource practices as a catalytic mechanism influencing the effectiveness of knowledge management. Our findings confirm that knowledge management strategies positively influence firm performance through certain high work performance practices – selective staffing, intensive training, active participation, comprehensive performance appraisal, and performance-based compensation – highlighting the mediating role of human resource management in this relationship and the need to align human resource practices with organizational strategies.
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