High performance work practices and knowledge workers’ propensity for knowledge management processes

Abstract

Many knowledge management (KM) initiatives adopted by organisations have failed as a result of knowledge workers (KWs) being reluctant to engage in the requisite processes for achieving successful KM outcomes. Internal work practices have been found to be a crucial antecedent for engaging KWs in these KM processes. This empirical paper addresses the problem of how High Performance Work Practices (HPWPs) can facilitate effective engagement of KWs in KM processes. A research model is developed to show the effects of five HPWPs (teamwork, reward system, learning and development, performance management and employee empowerment) on KM propensity. The empirical survey is carried out among 198 KWs in Sri Lankan knowledge-based organisations The results showed that the selected HPWP practices are significant predictors of KWs propensity for KM processes except performance management. The paper concludes that implementation of those HPWP by knowledge-based organisations is one of the critical antecedents of KM success.

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