Abstract:
Organisations are facing ever-increasing challenges, brought on
by marketplace pressures or the nature of the workplace. Many
organisations are now looking to knowledge management (KM)
to address these challenges. Such initiatives are often started
with the development of a knowledge management strategy. To
be successful, a KM strategy must do more than just outline high level goals such as ‘become a knowledge-enabled organisation’.
Instead, the strategy must identify the key needs and issues within
the organisation, and provide a framework for addressing these.
The objective of this paper is to study how human resources
management (HRM) practices and employees' knowledge
influence the development of strategies and, by extension, a firm's
performance. The paper has also identified various studies which
have tried to portray the importance of HR practices in strategy
building, giving emphasis on knowledge creation and steps of
integration of both.
