Studying the effect of HRM practices on the knowledge management process

Abstract

Abstract Purpose – This paper aims to study the effect of HRM practices on the knowledge management process, focusing on HRM practices both in isolation and forming a knowledge‐oriented HR system. Design/methodology/approach – After reviewing the relevant literature, the paper empirically analyzes the relationship between knowledge‐oriented HR practices and the processes of knowledge acquisition, distribution, interpretation and storing, using a sample of 701 firms. Findings – Findings provide evidence of a positive relationship between the adoption of a knowledge‐oriented HR system and each of the knowledge management processes, but also show that the HRM practices comprising that system have different effects on the knowledge management processes. Research limitations/implications – The main limitations of this paper are the cross‐sectional design of the empirical research and the fact that data were collected from one source only. Practical implications – Findings can guide managers hoping to enhance the development of organizational knowledge. They show that HRM practices may foster all the knowledge management process when they are adopted jointly, as a system of consistent knowledge‐oriented HRM practices. The paper also suggests some particular HRM practices that systems should include. Originality/value – Although literature suggests that HRM can play a key role in knowledge management, little empirical research has explicitly examined the relationship between HRM and each of the knowledge management processes – that is the main purpose of this paper. In addition, the paper defines which practices should be included in a knowledge‐oriented HR system.

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