The effects of knowledge management processes on human resource management: Mediating role of knowledge utilization. Issue 3 (2nd May 2018)

• Record Type: Journal Article
• Authors: Zaim, Halil; Keceli, Yavuz; Jaradat, Ashraf; Kastrati, Selma
• Is Part Of: Journal of science & technology policy management. Volume 9:Issue 3(2018)
• Page Start: 310
• Page End: 328
• Publication Date: 2018-05-02
• Subjects: Knowledge management -- Human resource management -- Knowledge management processes -- Knowledge utilization; Science and state -- Periodicals; Science and state -- Developing countries -- Periodicals; Technology and state -- Periodicals; Technology and state -- Developing countries -- Periodicals; Research, Industrial -- Periodicals; Research, Industrial -- Developing countries -- Periodicals; Technological innovations -- Periodicals; Technological innovations -- Developing countries -- Periodicals; 509.1724
• DOI: 10.1108/JSTPM-02-2018-0011
• Languages: English
• ISSNs: 2053-4620

Abstract

Abstract : Purpose: Managing knowledge effectively and efficiently is considered to be a key success factor to gain sustainable competitive advantage for organizations. This study aims to analyze the impact of knowledge management (KM) processes on human resource management (HRM). Design/methodology/approach: To test the relationship of KM processes on HRM, a case study was conducted using structural equation modeling based on data collected from employees and managers of a Telecom company in Turkey. The survey instrument is a self-administered questionnaire composed of 37 questions. Three of them are demographic questions; 20 questions aim to reveal KM processes and 14 for HRM practices. The questionnaire was distributed via google survey link to employees and managers in headquarters office and two branches in Istanbul. Findings: In this paper, the authors tried to investigate the impact of KM practices on the HRM performance of a company. The results indicate that companies with better KM practices tend to perform better at HRM. The main contribution of this paper lies in pointing out that, among the dimensions of KM, knowledge sharing and knowledge utilization have direct impact on HRM, whereas knowledge generation and knowledge sharing have indirect impacts. Research limitations/implications: The main limitation of this study lies in the fact that data are collected from a single company in telecom industry. Therefore, it is difficult to generalize the results. Although the research findings are aligned with those of the previous studies, further research using data from numerous companies in various industries is still needed to generalize the research findings. Practical implications: The paper includes implications for the development of knowledge utilization generated and stored within the company. The knowledge can create improvements in the company's HRM performance if it is shared and used effectively. The paper addresses an important subject and the findings may be used by human resources and KM practitioners interested in the development of organizational knowledge through human resource practices. Originality/value: This paper fulfills an identified need to investigate the impact of KM practices on the HRM performance of a company.