Strategies for implementing knowledge management: role of human resources management

The successful implementation of new technologies is dependent on many factors including the efficient management of human resources. Furthermore, recent research indicates that intellectual assets and resources can be utilised much more efficiently and effectively if organisations apply knowledge management techniques for leveraging their human resources and enhancing their personnel management. The human resources departments are well positioned to ensure the success of knowledge management programs, which are directed at capturing, using and re‐using employees’ knowledge. Through human resources management a culture that encourages the free flow of knowledge for meeting organisational goals can be created. The strategic role of the human resources department in identifying strategic and knowledge gaps using knowledge mapping is discussed in this paper. In addition, the drivers and implementation strategies for knowledge management programs are proposed.

[1]  Henry Mintzberg.  Mintzberg on management : inside our strange world of organizations , 1991 .

[2]  J. B. Quinn,et al.  Intelligent Enterprise: A Knowledge and Service Based Paradigm for Industry , 1992 .

[3]  Fawzy Soliman,et al.  Application of a scoring method for measuring the value of knowledge‐based systems to key employees , 1997 .

[4]  Fawzy Soliman.  Optimum level of process mapping and least cost business process re‐engineering , 1998 .

[5]  F. Soliman,et al.  A graphical method for assessing knowledge­ based systems investments , 1999 .

[6]  Mark S. Demarest.  Understanding knowledge management , 1997 .

[7]  W. Faulkner.  Conceptualizing Knowledge Used in Innovation: A Second Look at the Science-Technology Distinction and Industrial Innovation , 1994 .

[8]  Ron Sanchez,et al.  Dynamics of competence-based competition: Theory and practice in the new strategic management , 1997 .

[9]  Alvin Toffler,et al.  パワーシフト : 21世紀へと変容する知識と富と暴力 = Powershift : knowledge, wealth, and violence at the edge of the 21st century , 1990 .

[10]  Rod Coombs,et al.  `Knowledge management practices' and path-dependency in innovation , 1998 .

[11]  Michael H. Zack,et al.  Developing a Knowledge Strategy , 1999 .

[12]  Trevor J Williams,et al.  Powershift: Knowledge, wealth and violence at the edge of the 21st century , 1991 .

[13]  Leslie P. Willcocks,et al.  Innovation in Technology and Organization , 1990, J. Inf. Technol..

[14]  Brian H. Kleiner,et al.  New Developments in Team Building , 1994 .

[15]  野中 郁次郎,et al.  The Knowledge-Creating Company: How , 1995 .

[16]  Morten T. Hansen,et al.  What's your strategy for managing knowledge? , 1999, Harvard business review.