Vol. 1 No. 1 (2013): BUSINESS & MANAGEMENT STUDIES: AN INTERNATIONAL JOURNAL
Articles

CHANGES IN HUMAN RESOURCES MANAGEMENT WITHIN THE SCOPE OF KNOWLEDGE MANAGEMENT PRACTICES

PDF (Türkçe)
  • Ozan Büyükyılmaz
Ozan Büyükyılmaz
Karabük Üniversitesi
DOI: https://doi.org/10.15295/bmij.v1i1.19

Published 2013-12-26

How to Cite

Büyükyılmaz, O. (2013). CHANGES IN HUMAN RESOURCES MANAGEMENT WITHIN THE SCOPE OF KNOWLEDGE MANAGEMENT PRACTICES. Business & Management Studies: An International Journal, 1(1), 83–99. https://doi.org/10.15295/bmij.v1i1.19

Abstract

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.
Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources by
examining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

PDF (Türkçe)

Downloads

Download data is not yet available.

References

  1. Afiouni, F. (2007). Human resource management and knowledge management: A road map toward improving organizational performance. The Journal of American Academy of Business, 11(2), 124-130.
  2. Armstrong, M. (2000). The name has changed but has the game remained the same?. Employee Relations, 22(6), 576-593.
  3. Armstrong, M. (2006). Strategic human resource management: A guide to action (3rd ed.). London and Philadelphia: Kogan Page.
  4. Barney, J. B. (1995). Looking inside for competitive advantage. Academy of Management Executive, 9(4), 49-61.
  5. Birkinshaw, J. (2001). Why is knowledge management so difficult?. Business Strategy Review, 12(1), 11-18.
  6. Brelade, S., & Harman, C. (2000). Using human resources to put knowledge to work. Knowledge Management Review, 3(1), 26-29.
  7. Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know, Boston: Harvard Business School Press.
  8. Findlay, J. (2003). Cockroaches of human resources practice?: Exit interviews and knowledge management. Business Information Review, 20(3), 127-135.
  9. Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78-92.
  10. Gourlay, S. (2001). Knowledge management and HRD. Human Resource Development International, 4(1), 27-46.
  11. Grossman, M. (2007). The emerging academic discipline of knowledge management. Journal of Information Systems Education, 18(1), 31-38.
  12. Haesli, A., & Boxall, P. (2005). When knowledge management meets HR strategy: An exploration of personalization-retention and codification-recruitment configurations. Journal of Human Resource Management, 16(11), 1955-1975.
  13. Hansen, M. T., Nohria, N., & Tierney, T. (1999). What’s your strategy for managing knowledge?. Harvard Business Review, 77(2), 106-116.
  14. Hatch, N. W., & Dyer, J. H. (2004). Human capital and learning as a source of sustainable competitive advantage. Strategic Management Journal, 25(12), 1155-1178.
  15. Lang, J. C. (2001). Manegerial concerns in knowledge management. Journal of Knowledge Management, 5(1), 43-57.
  16. Lin, C-Y., & Kuo, T-H. (2007). The mediate effect of learning and knowledge on organizational performance. Industrial Management & Data Systems, 107(7), 1066-1083.
  17. Nonaka, I. (1994). A dynamic theory of organizational knowledge creation. Organizational Science, 5(1), 14-37.
  18. Prahalad, C. K., & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91.
  19. Sabherwal, R., & Fernandez, I. B. (2003). An empirical study of the effect of knowledge management processes at individual, group and organizational levels. Decision Sciences, 34(2), 225-260.
  20. Soliman, F., & Spooner, K. (2000). Strategies for implementing knowledge management: Role of human resources management. Journal of Knowledge Management, 4(4), 337-345.
  21. Stevens, R. H. (2010). Managing human capital: How to use knowledge management to transfer knowledge in today’s multi-generational workforce. International Business Research, 3(3), 77-83.
  22. Steyn, G. M. (2003). Creating knowledge through management education: A case study of human resource management. Education, 123(3), 514-531.
  23. Torraco, R. J. (2000). A theory of knowledge management. Advances in Developing Human Resources, 2(1), 38-62.
  24. Wang, K-L., Chiang, C., & Tung, C-M. (2012). Integrating human resource management and knowledge management: From the viewpoint of core employees and organizational performance. International Journal of Organizational Innovation, 5(1), 109-137.
  25. Yahya, S., & Goh, W-K. (2002). Managing human resources toward achieving knowledge management. Journal of Knowledge Management, 6(5), 457–468.