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Titill

Knowledge Management and HRM Strategies

Útdráttur

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.
Keywords: knowledge management, human resource management, effective and
innovative KM

ISSN

1670-5329

Birting
1.1.2004


Skrár
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