Knowledge Management and HRM strategies

Abstract

This paper sets out, firstly, to analyse whether Knowledge Management (KM) requires a particular human resource strategy and, secondly to examine the basic components of Human Resource Management (HRM) in such a strategy. Finally, it looks at the probable behaviour effects of such a strategy in the creation, distribution and use of knowledge. At least two HRM strategies are related to KM and these are determined as effective and creative strategies. Effective strategies aim at effectiveness and low cost, while creative strategies aim at innovation and new capabilities. The HRM strategy and the general strategy of a firm make up the general KM strategies. Two were identified in this paper. The main characteristics of effective KM are the codification of knowledge, a low-trust employment relationship, low risk-taking, specialisation, effectiveness, and a short-term commitment. The characteristics of innovative KM are the personalisation of knowledge, a high-trust employment relationship, risk-taking, co-operation, the exchange of ideas and a long-term commitment. Both KM strategies have behaviour effects, which, generally speaking, have some impact on the knowledge management process. It was therefore hypothesised, that the effective KM would put greater emphasis on knowledge storage (capturing and packaging knowledge), as well as distributing explicit knowledge via IT solutions. This also included using already existing knowledge to lower the costs, and increase effectiveness and standardisation. Innovative KM, on the other hand, places greater weight on knowledge creation, as well as on human interaction to transfer tacit knowledge and use knowledge to create new knowledge, i.e. further increased innovation and new working practices