TBU Publications
Repository of TBU Publications

Human resource management practices stimulating knowledge sharing

DSpace Repository

Show simple item record

dc.title Human resource management practices stimulating knowledge sharing en
dc.contributor.author Matošková, Jana
dc.contributor.author Směšná, Petra
dc.relation.ispartof Management & Marketing-Challenges for the Knowledge Society
dc.identifier.issn 1842-0206 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2017
utb.relation.volume 12
utb.relation.issue 4
dc.citation.spage 614
dc.citation.epage 632
dc.type article
dc.language.iso en
dc.publisher De Gruyter
dc.identifier.doi 10.1515/mmcks-2017-0036
dc.relation.uri https://www.degruyter.com/view/j/mmcks.2017.12.issue-4/mmcks-2017-0036/mmcks-2017-0036.xml
dc.subject HRM practices en
dc.subject knowledge sharing en
dc.subject organizational performance en
dc.subject knowledge management en
dc.subject personality traits of employees en
dc.subject organizational culture en
dc.subject managers en
dc.description.abstract The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1007748
utb.identifier.obdid 43877559
utb.identifier.scopus 2-s2.0-85041115588
utb.identifier.wok 000419978800006
utb.source j-wok
dc.date.accessioned 2018-02-26T10:20:05Z
dc.date.available 2018-02-26T10:20:05Z
dc.description.sponsorship European Social Fund (ESF); national budget of the Czech Republic [CZ.1.07/2.3.00/20.0147]; internal TBU project [RO/2016/07]
dc.rights Attribution-NonCommercial-NoDerivs 3.0 Unported
dc.rights.uri http://creativecommons.org/licenses/by-nc-nd/3.0/
dc.rights.access openAccess
utb.contributor.internalauthor Matošková, Jana
utb.contributor.internalauthor Směšná, Petra
utb.fulltext.affiliation Jana MATOŠKOVÁ Tomas Bata University in Zlín, Zlín, Czech Republic matoskova@utb.cz Petra SMĚŠNÁ Tomas Bata University in Zlín, Zlín, Czech Republic
utb.fulltext.dates -
utb.fulltext.references Alavi, M. and Leidner, D.E. (2001), “Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues”, MIS Quarterly, Vol. 25, No. 1, pp. 107–136. Ardichvili, A., Page, V. and Wentling, T. (2003), “Motivation and barriers to participation in virtual knowledge‐sharing communities of practice”, Journal of Knowledge Management, Vol. 7, No. 1, pp. 64–77. Armstrong, M. (2003), A Handbook of Human Resource Management Practice, Kogan Page, London. Boateng, H., Okoe, A.F. and Mensah, T.D. (2017), “The relationship between human resource practices and knowledge sharing in service firms”, Business Information Review, Vol. 34, No. 2, pp. 74–80. Bock, G.-W., Zmud, R.W., Kim, Y.-G. and Lee, J.-N. (2005), “Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate”, MIS Quarterly, Vol. 29, No. 1, pp. 87–111. Cabrera, Á., Collins, W.C. and Salgado, J.F. (2006), “Determinants of individual engagement in knowledge sharing”, The International Journal of Human Resource Management, Vol. 17, No. 2, pp. 245–264. Cabrera, E.F. and Cabrera, A. (2005), “Fostering knowledge sharing through people management practices.”, International Journal of Human Resource Management, Vol. 16, No. 5, pp. 720–735. Camelo-Ordaz, C., García-Cruz, J., Sousa-Ginel, E. and Valle-Cabrera, R. (2011), “The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment.”, International Journal of Human Resource Management, Vol. 22, No. 7, pp. 1442–1463. Carter, C. and Scarbrough, H. (2001), “Towards a second generation of KM? The people management challenge”, Education + Training, Vol. 43, No. 4/5, pp. 215–224. Chen, C.-J. and Huang, J.-W. (2009), “Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity”, Journal of Business Research, Vol. 62, No. 1, pp. 104–114. Chen, S.-S., Chuang, Y.-W. and Chen, P.-Y. (2012), “Behavioral intention formation in knowledge sharing: Examining the roles of KMS quality, KMS self-efficacy, and organizational climate”, Knowledge-Based Systems, Vol. 31, pp. 106–118. Chiang, H.-H., Han, T.-S. and Ju-Sung, C. (2011), “The relationship between highcommitment HRM and knowledge-sharing behavior and its mediators”, International Journal of Manpower, Vol. 32, No. 5/6, pp. 604–622. Chow, C.W., Deng, F.J. and Ho, J.L. (2000), “The openness of knowledge sharing within organizations: A comparative study in the United States and the People’s Republic of China”, Journal of Management Accounting Research, Vol. 12, pp. 65–95. Collins, C.J. and Smith, K.G. (2006), “Knowledge exchange and combination: The role of human resource practices in the performance of high-technology firms”, Academy of Management Journal, Vol. 49, No. 3, pp. 544–560. Currie, G. and Kerrin, M. (2003), “Human resource management and knowledge management: enhancing knowledge sharing in a pharmaceutical company”, International Journal of Human Resource Management, Vol. 14, No. 6, pp. 1027–1045. Donate, M.J. and Guadamillas, F. (2011), “Organizational factors to support knowledge management and innovation”, Journal of Knowledge Management, Vol. 15, No. 6, pp. 890–914. Edvardsson, I.R. (2008), “HRM and knowledge management”, Employee Relations, Vol. 30, No. 5, pp. 553–561. Fong, C., Ooi, K., Tan, B., Lee, V. and Chong, A.Y. (2011), “HRM practices and knowledge sharing: an empirical study”, International Journal of Manpower, Vol. 32, No. 5/6, pp. 704–723. Foss, N.J., Pedersen, T., Reinholt Fosgaard, M. and Stea, D. (2015), “Why Complementary HRM Practices Impact Performance: The Case of Rewards, Job Design, and Work Climate in a Knowledge-Sharing Context”, Human Resource Management, Vol. 54, No. 6, pp. 955–976. Gagné, M. (2009), “A model of knowledge-sharing motivation”, Human Resource Management, Vol. 48, No. 4, pp. 571–589. Guo-bao, W. (2013), “Research on the measurement of knowledge sharing in Chinese Cultural context: Scale development and validity test”, 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering, Vol. 1, presented at the 2013 6th International Conference on Information Management, Innovation Management and Industrial Engineering, pp. 371–375. Haas, M.R. and Hansen, M.T. (2007), “Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations”, Strategic Management Journal, Vol. 28, No. 11, pp. 1133–1153. Hall, H. (2001), “Input-friendliness: motivating knowledge sharing across intranets”, Journal of Information Science, Vol. 27, No. 3, pp. 139–146. Haythornthwaite, C. and Wellman, B. (1998), “Work, friendship, and media use for information exchange in a networked organization”, Journal of the American Society for Information Science, Vol. 49, No. 12, pp. 1101–1114. Hayton, J.C. (2003), “Strategic human capital management in SMEs: An empirical study of entrepreneurial performance”, Human Resource Management; Hoboken, Vol. 42. No. 4, pp. 375–391. Hong, F. and Cheng, K. (2014), “Teachers’ high maintenance behaviour as perceived by university students in Taiwan, and their coping strategies”, Social Psychology of Education : An International Journal, Vol. 17, No. 3, pp. 503–525. Hooff, B. van den and Ridder, J.A. de. (2004), “Knowledge sharing in context: the influence of organizational commitment, communication climate and CMC use on knowledge sharing”, Journal of Knowledge Management, Vol. 8, No. 6, pp. 117–130. Hroník, F. (2010), “Metody KM”, Presentation at conferencepresented at the HR Konference “Kdyby firmy věděly, co všechno ví aneb o knowledge managementu ze všech stran”, Brno, 25 November. Husted, K. and Michailova, S. (2002), “Diagnosing and Fighting Knowledge-Sharing Hostility”, Organizational Dynamics, Vol. 31, No. 1, pp. 60–73. Ipe, M. (2003), “Knowledge Sharing on Organizations: A Conceptual Framework”, Human Resource Development Review, Vol. 2, No. 4, pp. 337–359. Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C. (2012), “How Does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms”, Academy of Management Journal, Vol. 55, No. 6, pp. 1264–1294. Kankanhalli, A. and Tan, B.C. (2004), “A review of metrics for knowledge management systems and knowledge management initiatives”, System Sciences, 2004. Proceedings of the 37th Annual Hawaii International Conference, IEEE, p. 8–17. Kim, Y.W. and Ko, J. (2014), “HR practices and knowledge sharing behavior: focusing on the moderating effect of trust in supervisor”, Public Personnel Management, Vol. 43, No. 4, pp. 586–607. Kubo, I., Saka, A. and Pam, S.L. (2001), “Behind the scenes of knowledge sharing in a Japanese bank.”, Human Resource Development International, Vol. 4, No. 4, pp. 465–485. Laursen, K. and Mahnke, V. (2001), “Knowledge strategies, firm types, and complementarity in human-resource practices”, Journal of Management and Governance, Vol. 5, No. 1, pp. 1–27. Law, C.C. and Ngai, E.W. (2008), “An empirical study of the effects of knowledge sharing and learning behaviors on firm performance”, Expert Systems with Applications, Vol. 34, No. 4, pp. 2342–2349. Lee, D.-J. and Ahn, J.-H. (2007), “Reward systems for intra-organizational knowledge sharing”, European Journal of Operational Research, Vol. 180, No. 2, pp. 938–956. Li-An, H. and Kuo, T.-H. (2013), “How system quality and incentive affect knowledge sharing”, Industrial Management + Data Systems, Vol. 113, No. 7, pp. 1048–1063. Lin, H. and Lee, G. (2004), “Perceptions of senior managers toward knowledge‐sharing behaviour”, Management Decision, Vol. 42, No. 1, pp. 108–125. Lin, H.-F. (2007), “Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions”, Journal of Information Science, Vol. 33, No. 2, pp. 135–149. López, S.P., Peón, J.M.M. and Ordás, C.J.V. (2006), “Human resource management as a determining factor in organizational learning”, Management Learning, Vol. 37, No. 2, pp. 215–239. Matošková, J. (2012), “How to support knowledge management through human resource management activities”, International Journal of Knowledge, Culture and Change Management, Vol. 11, No. 3, pp. 207–222. Minbaeva, D.B., Pedersen, T., Björkman, I. and Fey, C.F. (2014), “A retrospective on: MNC knowledge transfer, subsidiary absorptive capacity, and HRM”, Journal of International Business Studies, Vol. 45, No. 1, pp. 52–62. Ming-Chang, H., Chiu, Y.-P. and Ting-Chun, L. (2013), “Knowledge governance mechanisms and repatriate’s knowledge sharing: the mediating roles of motivation and opportunity”, Journal of Knowledge Management, Vol. 17, No. 5, pp. 677–694. Naicker, V. and Omer, N. (2015), “Measurement and determining factors affecting the level of knowledge management”, The Electronic Journal of Information Systems in Developing Countries, Vol. 68, available at: (accessed 30 May 2016). Pastor, I.M.P., Santana, M.P.P. and Sierra, C.M. (2010), “Managing knowledge through human resource practices: empirical examination on the Spanish automotive industry.”, International Journal of Human Resource Management, Vol. 21, No. 13, pp. 2452–2467. Peet, M. (2012), “Leadership transitions, tacit knowledge sharing and organizational generativity”, Journal of Knowledge Management, Vol. 16, No. 1, pp. 45–60. Pham, A.T., Nguyen, N.T. and Nguyen, D.M. (2015), “Influence of Organizational and Technological Aspects on the Knowledge Sharing Behaviour in the Vietnam’s University Context”, Asian Social Science, Vol. 11, No. 10, p. 139. Quigley, N.R., Tesluk, P.E., Locke, E.A. and Bartol, K.M. (2007), “A Multilevel Investigation of the Motivational Mechanisms Underlying Knowledge Sharing and Performance”, Organization Science, Vol. 18, No. 1, pp. 71–88. Rahman, M.S., Osman-Gani, Aa.M., Momen, M.A. and Islam, N. (2016), “Testing knowledge sharing effectiveness: trust, motivation, leadership style, workplace spirituality and social network embedded model”, Management & Marketing, Vol. 10, No. 4, pp. 284–303. Ramirez, M. and Li, X. (2009), “Learning and sharing in a Chinese high-technology cluster: a study of inter-firm and intra-firm knowledge flows between R&D employees”, New Technology, Work and Employment, Vol. 24, No. 3, pp. 277–296. Riege, A. (2005), “Three-dozen knowledge-sharing barriers managers must consider”, Journal of Knowledge Management, Vol. 9, No. 3, pp. 18–35. Salis, S. and Williams, A.M. (2009), “Knowledge sharing through face-to-face communication and labour productivity: evidence from British workplaces: face-to-face communication and productivity in Britain”, British Journal of Industrial Relations, Vol. 48, No. 2, pp. 436–459. Seba, I., Rowley, J. and Lambert, S. (2012), “Factors affecting attitudes and intentions towards knowledge sharing in the Dubai Police Force”, International Journal of Information Management, Vol. 32, No. 4, pp. 372–380. Singh, S.K. (2008), “Role of leadership in knowledge management: a study”, Journal of Knowledge Management, Vol. 12, No. 4, pp. 3–15. Soto-acosta, P., Colomo-palacios, R. and Popa, S. (2014), “Web knowledge sharing and its effect on innovation: an empirical investigation in SMEs”, Knowledge Management Research & Practice, Vol. 12. No. 1, pp. 103–113. Talisayon, S.D. (2003), “Knowledge and people”, BusinessWorld, p. 1. Thite, M. (2004), “Strategic positioning of HRM in knowledge-based organizations”, The Learning Organization, Vol. 11, No. 1, pp. 28–44. Tuan, L.T. (2012), “Behind knowledge transfer”, Management Decision, Vol. 50, No. 3, pp. 459–478. Urban, J. (2010), “Předpokladem autority je důvěryhodnost”, Moderní řízení, No. 5, available at: http://modernirizeni.ihned.cz/2-43871570-600000_detail-9e (accessed 18 February 2012). Wong, K.Y. (2005), “Critical success factors for implementing knowledge management in small and medium enterprises”, Industrial Management & Data Systems, Vol. 105, No. 3, pp. 261–279. Yahya, S. and Goh, W.-K. (2002), “Managing human resources toward achieving knowledge management”, Journal of Knowledge Management, Vol. 6, No. 5, pp. 457–468. Yang, J. (2004), “Job‐related knowledge sharing: comparative case studies”, Journal of Knowledge Management, Vol. 8, No. 3, pp. 118–126. Yang, J.-T. (2007), “Knowledge sharing: Investigating appropriate leadership roles and collaborative culture”, Tourism Management, Vol. 28, No. 2, pp. 530–543. Yen-Ku, K., Tsung-Hsien, K. and Li-An, H. (2014), “Enabling innovative ability: knowledge sharing as a mediator”, Industrial Management & Data Systems, Vol. 114, No. 5, pp. 696–710. Yong Woon, K. (2014), “HR Practices and Knowledge Sharing Behavior: Focusing on the Moderating Effect of Trust in Supervisor.”, Public Personnel Management, Vol. 43, No. 4, pp. 586–607.
utb.fulltext.sponsorship The author is thankful to the Operational Program Education for Competitiveness cofunded by the European Social Fund (ESF) and national budget of the Czech Republic for the grant No. CZ.1.07/2.3.00/20.0147 - “Human Resources Development in the field of Measurement and Management of Companies, Clusters and Regions Performance” and to the internal TBU project RO/2016/07, “The improvement of organizations’ performance through human capital management”, which provided financial support for this research.
utb.wos.affiliation [Matoskova, Jana; Smesna, Petra] Tomas Bata Univ Zlin, Zlin, Czech Republic
utb.fulltext.projects CZ.1.07/2.3.00/20.0147
utb.fulltext.projects RO/2016/07
Find Full text

Files in this item

Show simple item record

Attribution-NonCommercial-NoDerivs 3.0 Unported Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivs 3.0 Unported