Strategic positioning of HRM in knowledge‐based organizations

Mohan Thite

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Human Resource and Talent Management Management and Organizational Practices Organizational Learning and Leadership

Abstract

With knowledge management as the strategic intent and learning to learn as the strategic weapon, the current management focus is on how to leverage knowledge faster and better than competitors. Research demonstrates that it is the cultural mindset of the people in the organisation that primarily defines success in knowledge intensive organisations. This article highlights the importance of people management in the knowledge economy, explores major challenges to human resource management (HRM) in managing knowledge workers, and identifies some key HR strategies for effective people‐centric partnership in knowledge management, namely, trusting HR philosophy, institutionalising learning to learn, and fine tuning HR systems in recruitment, retainment, performance and reward management of intellectual capital in a multi‐national context. This article reflects the key themes from the author's recent book, Managing People in the New Economy, published by Sage.

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2002Culture's Consequences: Comparing Values, Behaviors, Institutions, and Organizations across Nations 1998The Knowledge-Creating Company 1998The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings.1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.2015Strategic human resource management 1999The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development 2005Knowledge Management 1995Knowledge, Knowledge Work and Organizations: An Overview and Interpretation

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