Human Resource Management Knowledge Research Articles

The Role of the Perceived Justice in the Relationship between Human Resource Management Practices and Knowledge Sharing: A Study of Malaysian Universities Lecturers

Knowledge sharing is one of the important factors in knowledge-based industries due to the fact that knowledge sharing can result in knowledge creation (Noanaka, Umemoto, & Seonoo, 1996) and innovation (Kamsak & Bulutlar, 2010; Wang & Wang, 2012). Thus, by considering that innovation can impact different dimensions of performance (financial and non-financial), (Cohen, 2010), increasing knowledge sharing is one of the necessities in any type of company. Knowledge sharing can be relevant to individual tendency for donating and collecting knowledge (Van Den Hoof & De Ridder, 2004) Different researches have been conducted about influential factors on knowledge sharing. Such researches have emphasized on environmental factors, motivational factors, individual factors, etc. (Wang & Noe, 2010; Li & Poon, 2011) that among such factors, many different theories such as social capital, resource-based review (RBV) and social exchange can be observed. Through narrowing these factors according to available concepts in human resource management (HRM) and organizational behavior, HRM practices have key role on increasing knowledge sharing. HRM practices have strategic contribution (Lengnick-Hall, Lengnick-Hall, Andrade, & Drake, 2009) as well as previous researches (Huselid, 1995; Wright, Gardner, & Moynihan, 2003; Chen & Huang, 2009) regarding RBV theory have the capability to impact employee behavior in case of sharing knowledge. Fong, Ooi, Tan, and Lee (2011), studied impact of HRM practices (training, staffing, performance appraisal, team work and reward) on knowledge sharing as gap of previous researches. Results demonstrated that HRM practices have a key role on improving knowledge sharing. If we consider talent as one of the knowledge resources or as a scope for dependent researches to impact of talent on sharing knowledge, so according to conducted research by Gelen et al. (2013) role of justice will be highlighted in case of relationship between HRM practices and knowledge sharing. It will result to the fact that existed interaction between equity theory (Pritchard, 1969) and underlying theories of researches will become important. There was little focus about this subject in previous researches. However, Khanmohammdi (2014) also emphasized on moderating role of justice in case of relationship between IT, management support, training and reward and knowledge sharing. Universities of Malaysia currently attempt to improve their position in global ranking. One of the helpful aspects for improving scientific level of universities is utilizing of high potential of lecturers. In this regard, improving knowledge sharing level among lecturers results in science creation (Khanomohammadi, 2014). Through considering lecturers as talents and also importance of knowledge sharing among them, it is necessary to clarify role of HRM practices and justice. Hence, this research aims to examine what is the relationship between HRM practices, perceived justice, and knowledge sharing in the Malaysian universities.

Building Multiunit Ambidextrous Organizations—A Transformative Framework

A pragmatic “holy grail” of organizational aspirations, ambidexterity is increasingly gaining the attention of executives and scholars alike, presenting them with a frame of thought and a functional strategic attitude that befits the perplexing nature of contemporary business contexts. Aiming to cover one of the most noticeable gaps in knowledge on the subject, this exploratory research studies the evolutionary process of a divisional multi‐business‐unit organization to an ambidextrous one. We thus identify the determinants of a successful evolution and propose an executive‐oriented comprehensive model towards divisionalized ambidexterity. In this context, we answer critical questions relating to the relative weight of innovation within multiunit business ambidexterity, the requisite means and aims of the structural and contextual determinants of success, and the role of top management. We conclude that there is a strategic need for balance between internal and external congruence; and that multiunit integration must be such as to achieve an internal solidification of systems and processes, as well as external adaptability and market flexibility; all within an incessantly changing and unpredictable business environment. The value of the research to human resource management knowledge lies in its focus on multiunit business ambidextrous evolution; and in its consequential scientifically founded practical elucidations of executive worth. Equally importantly, though, the findings transcend theoretical constrictions to provide an in‐context business perspective through a comprehensive system that considers also strategic and environmental realities. © 2015 Wiley Periodicals, Inc.

Strategic fulcrum for a knowledge-based economy: a conceptual 'knowledge-HR' archetype

In today's knowledge-based economy, organisation's core competency is built firmly on effective utilisation of human capital, by deploying and institutionalising the firm specific organisation practices. 'Knowledge' is the key to firm's strategic posture and a differentiating factor to leverage on sustained competitive advantage (SCA). This paper depicts the various approaches of strategic human resource management (HRM) practices to enhance the knowledge driven 'learning culture' i.e. organisational learning process. The organisational learning facilitates the human capital in terms of behavioural change, which in turn lead to improved performance of the organisation. The functional outputs of knowledge resource are captured by analysing the learning outcomes such as learning dynamics; organisation transformation; people empowerment; knowledge management and technology application. The impact of strategic HRM practices on learning outcomes are conceptualised as universalistic; contingency and configurational approach, as defined in strategic HRM literature. The universalistic approach portrays the impact of individual human resource (HR) practices on learning outcome. The contingency approach examines vertical fit between strategic HRM practices and knowledge strategy (learning levels). The configurational approach scans both the vertical fit and horizontal fit of policies and practices to reinforce one another.

Gestão de recursos humanos em pequenas e médias empresas

A especialização das funções de gestão teve e tem efeito a possibilidade de aprofundamento de cada uma das áreas de gestão como uma área de conhecimentos específicos, embora, em contrapartida, possa ter feito perder alguma validade pragmática aos corpos de conhecimentos específicos assim desenvolvidos. A análise da literatura e da prática da gestão de recursos humanos sugere a sua inadequação no caso das PME. O artigo explora esta hipótese através da análise de um estudo de caso em que são analisadas as práticas de gestão de recursos humanos que têm lugar uma empresa em que não existe uma função de recursos humanos diferenciada. A análise do caso sugere que existem vários intervenientes na gestão de recursos humanos que agem de formas não explicitamente coordenadas, as quais se foram desenvolvendo ao longo do tempo. Em atuação obtém, no entanto, efeitos em termos de gestão de recursos humanos que correspondem a dois critérios centrais da estrutura de gestão da empresa: a manutenção de uma estrutura de poder centralizada e autocrática e a rapidez de resposta adequada ao mercado em que opera. Esta forma de atuação é instável dadas as alterações no contexto da empresa, que implicaram, entre outras coisas, o início de um processo de certificação de qualidade. Não parece, contudo, possível pensar na sua modificação à luz dos quadros tradicionais da gestão de recursos humanos sem considerar modificações mais profundas de todo o processo organizativo da empresa, o que sugere a necessidade de aprofundar esta questão da validade pragmática do corpo de conhecimentos especializado da gestão de recursos humanos.DOI: http://dx.doi.org/10.17575/rpsicol.v13i1/2.568

Why do firms seek to share human resource management knowledge? The importance of inter-firm networks

This study untangles the social processes and inter-firm mechanisms underlying human resource management (HRM) knowledge networks. The research questions serve to advance understanding of why HRM knowledge flows between firms under contractual relationships and in the absence of formal relationships. The study analyzes data from a complete network of 51 high-technology firms located in a science and technology park to report the structural properties and relational dimensions of inter-firm flow of HRM knowledge. The results from this social network analysis show that the firms in the study actively engage in the sharing of HRM knowledge. Specifically, the results not only indicate the preeminence of formal ties but also of relational factors relating to firm legitimacy, prestige, and collaborative interaction. Participation in inter-firm knowledge networks appears to be an effective tool for obtaining HRM knowledge as well as for enhancing legitimacy and prestige between firms and developing trust and reciprocity within collaborative relationships.

Where Do You Go for Human Resource Management Knowledge? The Importance of Inter-Organizational Networks

This study untangles the social processes and inter-organizational mechanisms underlying human resource management (HRM) knowledge networks. The research questions serve to advance understanding of how HRM knowledge flows between firms under contractual relationships and in the absence of formal relationships. The study analyzes data from a complete network of 51 high-technology firms located in a science and technology park to report the structural properties and relational dimensions of inter-diffusion of HRM knowledge. The results from this social network analysis show that the firms in the study actively engage in the diffusion of HRM knowledge. Specifically, the results not only indicate the preeminence of formal ties but also of relational factors relating to firm legitimacy, prestige, and reciprocity. Participation in inter-organizational knowledge networks appears to be an effective tool for obtaining HRM knowledge as well as for enhancing trust between firms and establishing legitimacy and prestige among participating firms.

HRM practices and knowledge sharing: an empirical study

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.

Organizational knowledge transfer within multinational corporations

PurposeThe purpose of this paper is to develop a reliable and valid measurement of human resource management (HRM) practices and identify the key dimensions based on evidence of the multinational corporations (MNCs) in China. The aim of this paper is to investigate the relationship between HRM practices and knowledge transfer.Design/methodology/approachThis paper involves a questionnaire survey concerning HRM practices, including employee satisfaction, hedonism, and altruism at the organizational level; training and self‐efficiency at the individual level. A quantitative analysis of the questionnaires is conducted through structural equation modeling in order to indicate the direction and relationship between those constructs.FindingsThe results show a striking effect of organizational commitment and individual attitudes on knowledge transfer performance in MNCs.Originality/valueThis paper suggests that organizational commitment and individual attitudes should be conceptualized as being comprised of HRM practices. Further, the results indicate that both commitment and attitudes are needed to facilitate the transfer of knowledge from other parts of the MNC.

Subjectivist and objectivist views in research

Human Resource Management (HRM) research, especially that focused on the organisational context, is increasingly recognising the 'subjective' as a realm of interest distinct from the 'objective' realm that previously was its predominant concern. This paper argues that, although this is a step forward, it is a mistake to pose a dichotomy between the two or to suggest that there are two different kinds of researchers (objectivist and subjectivist) who focus either on one realm or another. The hermeneutic turn taking place in the broader social sciences is properly understood as a rejection of the subjective-objective dichotomy. The hermeneutic turn appreciates that our knowledge of HRM and organisations is not guaranteed by a method that separates the objective from the subjective in order to penetrate to the 'laws' of the social universe. Instead, our knowledge of HRM and organisations is constructed through a social practice in which such distinctions are not meaningful. However, due to the neglect of economics in subjectivism, the divide between objectivism and subjectivism still exists. It thus follows that adopting both the subjectivist and objectivist views towards research is more beneficial and realistic.

Mapping the Intellectual Structure of Human Resource Management Studies: 1996-2005

To map the intellectual structure of human resource management studies in the past decade, this study investigated the most important publications and the most influential scholars as well as the correlations among these documents by analyzing 33,132 citations of 1,267 articles published by SSCI journals in human resource management area between 1996 and 2005. This study further mapped the invisible network of knowledge of human resource management using co-citation analysis. Such a mapping can help identify the paradigm shift of human resource management research, and provide a valuable tool for researchers to access the literature in this area. Keywords: Human Resource Management, Invisible Network of Knowledge, Citation and Co-citation Analysis, Mapping, Intellectual Structure

The effect of individual factors on the transfer of human resource management knowledge in Chinese subsidiaries

PurposeThe purpose of this paper is to examine the effect of individual factors on the transfer of human resource management (HRM) knowledge in Chinese subsidiaries of multinational corporations, and to explore the relationships between individual factors and introduce the concept of joint effect‐integrated capability.Design/methodology/approachBased on the notion that certain factors can affect knowledge transfer (KT), this paper examines the effect of four factors, i.e. cultural difference and adaptability, language and communication, working relationship, and motivation and willingness, on the transfer of HRM knowledge. The paper is based on an empirical study of 22 individual HR professionals from 21 Chinese subsidiaries. Data were collected through semi‐structured interviews conducted between January and April 2004 and an exploratory data analysis was carried out with the assistance of Nvivo software.FindingsThe study has found that Chinese HR managers have the ability of all four factors to facilitate the transfer of HRM knowledge. The findings further suggest that integrated capability‐joint effect could be generated from the four factors and affect the transfer process jointly. When the capability is positive, it facilitates the transfer. Conversely, when the capability is negative, it impedes the transfer.Research limitations/implicationsThe findings not only extend the understanding of the effect of single factor on KT, but also the interrelationship between individual factors, their joint effect‐integrated capability and the transfer process.Originality/valueExisting research has concentrated on studying the effect of single factor on KT, knowledge management by and large. There is little research investigating the correlations between individual factors. This paper addresses this gap and introduces the concept of joint effect, integrated capability.

Enhancing performance through best HRM practices, organizational learning and knowledge management

PurposeThe purpose of this paper is to explore the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC) and their impact on organizational performance. The proposed framework intends to add to the understanding of the specific processes that mediate between best HRM practices and organizational performance.Design/methodology/approachA range of relevant literature is explored and a conceptual model is proposed and discussed.FindingsThis paper proposes an answer to “how” best HRM practices can influence performance. It is suggested that KM and organizational learning (OL) play their own unique role in creating OC, which lead to superior performance.Practical implicationsThe paper can help human resource managers to understand better the importance of OL and KM processes and the way best HRM practices, through the integration of these two processes, lead to superior and sustainable performance.Originality/valueThis paper attempts to shed some light on the processes through which HRM practices influence performance. The proposed conceptual framework is an original, complete model that will hopefully contribute towards the enrichment of the relevant literature. Moreover, it clarifies relevant terms and their relationship that seem to be surrounded by ambiguity.

Human resource management practices in a transition economy

Purpose – The purpose of this study is to examine the extent to which organizations in Nigeria use various human resource management (HRM) practices, and the perceived challenges and prospects of these practices.Design/methodology/approach – A combination of quantitative and qualitative research methods was employed to gather information. Specifically, data were collected from 253 managers in selected firms. Descriptive data analysis is presented with respect to the use and execution of HRM practices such as recruitment, selection, performance appraisal and training and development. In addition, information was collected and analyzed with regard to the challenges and prospects of HRM.Findings – This study provides significant current information on HRM knowledge and practices in Nigeria. The findings reveal that HRM practices, such as training, recruitment, compensation, performance appraisal and reward systems, are still in place. However, issues of tribalism, AIDS, training and development and corruptio...

Human resource management practices in Eritrea: challenges and prospects

PurposeThis article seeks to examine the challenges and prospects of human resource management (HRM) in a developing‐country context. It focuses on contextual factors and employee involvement in analysing HRM to provide theoretical insights.Design/methodology/approachTo explore the above theme, on‐site interviews were carried out with general managers, human resource professionals, line managers and union leaders in eight firms. Furthermore, a sample of 252 employees was included, thereby contributing to the generalisability of the findings.FindingsThis article provides substantial and current information on HRM knowledge and practices in Eritrea. The paper argues that some contextual variables impose certain challenges to HRM practices. However, evidence also reveals that the concept and knowledge of HRM practices, such as training, recruitment, compensation, employee participation, performance appraisal and reward systems, are in place with some indicators of local influence.Research limitations/implicationsIn light of the above findings, the article informs multinational companies that transferring managerial expertise to Africa may not necessarily be required, as the knowledge already exists there. A major limitation may derive from the use of convenience sampling in selecting the firms, but extreme caution is taken to get a faithful representation.Originality/valueContrary to the dominant view that African management is characterised by authoritarianism, this study shows the participative style of managers. Moreover, it incorporates the attitudes and perceptions of employees, a generally neglected part of HRM studies.

HRM practices and MNC knowledge transfer

PurposeThe purpose of the paper is to determine and empirically examine the effect of human resource management (HRM) practices on knowledge transfer within multinational corporations.Design/methodology/approachIt is suggested that the employment of human resource practices, which affect absorptive capacity of knowledge receivers and support organizational learning environment, is positively related to the degree of knowledge transfer to the subsidiary. Moreover, the higher degree of knowledge transfer is expected when HRM practices are applied as an integrated system of interdependent practices. Hypotheses derived from these arguments are tested on the data from 92 subsidiaries of Danish multinational corporations (MNCs) located in 11 countries.FindingsResults of the analysis indicated the existence of two groups of HRM practices conducive to knowledge transfer. The simultaneous effect of the first group of HRM practices consisting of “staffing”, “training”, “promotion”, “compensation” and “appraisal” on the degree of knowledge transfer was found to be positive and substantial. The hypothesis regarding the effect of corporate socialization mechanisms and flexible working practices (the second group of HRM practices) was not supported by the data. The analysis also indicated that some HRM practices have a complementary effect on the degree of knowledge transfer when they are applied as a system.Research limitations/implicationsWhile this study makes a contribution to our understanding of the relationship between HRM practices and knowledge transfer in the MNC, clearly, additional research is needed to develop this link further, which until now has been largely black‐boxed.Originality/valueMakes a contribution to our understanding of the relationship of HRM practices and knowledge transfer in MNCs.

HRM and knowledge migration across cultures

Most discussions of knowledge, knowledge management and knowledge transfer, especially of human resource management (HRM) knowledge and its transfer, have failed to consider them in a cross‐cultural context. After a discussion of this issue, the paper analyses the migration or transfer of what is often claimed to be best practice in HRM from Western countries to developing, culturally different countries. It does this with specific reference to the case of HRM in Mauritius, especially in the Mauritian Civil Service, and uses this case not only to identify some of the limits to cross‐cultural knowledge management, but also to develop a more appropriate model of “knowledge migration” of HRM knowledge across cultures based on viable systems theory, including a future research agenda.

What Makes Women-Friendly Public Accounting Firms Tick? The Diffusion of Human Resource Management Knowledge Through Institutional and Resource Pressures

Through the analysis of qualitative data, this research applies institutional theory and the resource-based perspective to examine why public accounting firms adopt women-friendly human resource management policies. The study reveals that 5 types of institutional pressures explain why women-friendly policies have proliferated in the public accounting industry. In addition to these institutional pressures, the proliferation of women-friendly policies in accounting firms has occurred because these firms are motivated to optimize available economic choices. Firms view women-friendly policies as a means to acquire, develop, and accumulate resources that will give them a competitive advantage in the marketplace. However, these women-friendly policies only provide competitive advantage when they are both valuable and difficult for competitors to imitate because of social complexity, knowledge management, and tacitness.