To test the strategic fit effect of knowledge management strategies in the relationship between HRM systems and intellectual capital. In general, we ask in this research: how the functioning of HRM systems may differ in knowledge-intensive firms. What is the role of a firm's dominant knowledge management strategy for the functioning of HRM systems in knowledge-intensive firms.
What is the role of a firm's approach to project management for the performance of HRM systems in knowledge-based firms? Explaining the mechanisms underlying the performance effects of HRM systems by exploring the detailed relationship between HRM systems and firm KIF. In order to capture the strategic fit of HRM systems and knowledge management strategies, we tested the moderating effects of knowledge management strategies on the relationship between the HRM system and intellectual capital (Paper IV).
Chapter conclusions
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PUBLICATIONS
Petersburg, 199034, Russian Federation Based on the resource-based view of the company, the article introduces the conceptual analysis of the interrelationships between the main internal strategic resources of a company: human resource management systems, human capital and knowledge. The study highlights the importance of achieving complementarity between a company's knowledge management and human resource management strategies as a way to prevent dysfunctional behavior in the organization. Keywords: resource-based view of the firm, human resource management, knowledge management, human capital, the new economy.
Human resources, human resource management, and firm competitive advantage: Toward a more comprehensive model of causal relationships. Strategic personnel management, human capital and competitive advantage: The field goes full circle. Clarifying the construct of human resource systems: Relating human resource management to employee performance.
УПРАВЛЕНИЕ ЧЕЛОВЕЧЕСКИМИ РЕСУРСАМИ
Официальная статистика подтверждает эту ситуацию, фиксируя постоянное снижение индекса производительности труда на протяжении последних 5 лет, Проблемы теории и практики управления 09/2018. Прогноз социально-экономического развития Российской Федерации на 2017 год и на плановый период 2018 и 2019 годов / Минэкономразвития/http://economy.gov.ru/. Ю.Игры и автоматизация KPI: будущий административный путь или новые методы стимулирования.
Keywords: human resource management, human resource management system, AMO framework, professional service companies, systematic literature review. Methodologies: mixed methodologies.
Trendsetters of HRM: a systematic review of how professional service firms manage people
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УДК 331
1 Соколов Дмитрий Николаевич Санкт-Петербургский государственный университет
КАК ПРЕДМЕТ НАУЧНЫХ ИССЛЕДОВАНИЙ И ПРАКТИКА МЕНЕДЖМЕНТА
Sokolov Dmitriy, N
AS A RESEARCH CONCEPT AND MANAGERIAL PRACTICE
Bridging knowledge in ambidextrous HRM systems: empirical evidence from hidden champions, The International Journal of Human Resource Management. Yet, there are still challenges in understanding the functions of HRM systems in this type of organization in the literature. The purpose of this paper is to address this issue by discussing the functions of HRM systems in KIFs derived from inherent characteristics of KIFs and knowledge work.
Based on the literature on knowledge management and human resource management, we investigate what common features KIF HRM systems have and to what extent these HRM systems can differ from each other. In other words, HRM systems are 'bundles' of HRM practices or HRM policies directed towards some general goal (Lepak et al., 2006). In Figure 1, we have shown the characteristics of KIFs, the characteristics of work in KIFs and the corresponding properties of HRM systems.
Another feature of HRM systems in KIF may lie in their connection with knowledge management practices. HRM systems are then considered as a potential tool for promoting knowledge management (Wright et al., 2001). One of the explanations for the informalization of HRM systems in KIF can refer to the conflict of the institutional logics of the HRM bureaucracy and the professionalism of FIK.
The most fundamental dichotomy of HRM systems is based on two conflicting HR strategies: control and involvement (Arthur, 1994; Hauff, Alewell, Hansen, 2014). The proposed conceptual framework contributes to the clarity of HRM systems in KIFs by summarizing the crucial features of KIFs and knowledge work. Despite such similarities, many different variants of HRM systems can appear in different types of KIFs.
2014) “HRM systems for knowledge workers: Differences between top managers, middle managers and professional workers”, Human Resource Management, Vol. 2006) “A conceptual review of human resource management systems in strategic human resource management research”, Research in Personnel and Human Resource Management, Vol.
