Changing organizations. Knowledge management and human resource management

In a case study in a knowledge-intensive company, Comp Ltd, problems with knowledge management and consequences for HRM are demonstrated. For this company the ‘soft model’ of HRM is recommended. On the one hand HRM should focus on the close integration of human resources policies, systems and activities with business strategy by monitoring on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourage them to acquire it. On the other hand HRM should help to create a ‘learning oriented culture’ in which the ‘social capital’ of Comp Ltd is valued more and in which knowledge exchange is encouraged, by stimulating the emergence of networks and communities of practice. It is a culture in which mistakes are seen as opportunities, trust is visible, and employees have time and are rewarded for codifying their knowledge.

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