The Electronic Journal of Knowledge Management publishes original articles on topics relevant to studying, implementing, measuring and managing knowledge management and intellectual capital.

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Journal Article

The Role of the HRM in the Construction of KM for the Innovation in Technological SMEs  pp116-125

Thibaut Métailler

© Jun 2016 Volume 14 Issue 2, Editor: Ken Grant, pp89 - 158

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Abstract

Abstract: The purpose of this research is to show the link between human resources managementŽ and the knowledge management in practice, within technological SMEs. We show that the HRM processes set up by the entrepreneur and his experts collaborators i n fact reveal more implicit KM practices that are deliberately integrated into the organisation through community of practices. The community of practices offers a new opportunity to assist entrepreneur in decision making to innovate by the knowledge man agement. The centrality of the entrepreneur is reduced for the benefit of the members of the community of practices. We used a methodology known as PAR (Participatory Action Research) strongly mobilized in the study context regarding knowledge transmiss ion, training and recruiting. This methodology allows to both meet the organizations expectations in terms of management and knowledge transfer, and data production based on a scientific method.

 

Keywords: Keywords: Knowledge Management, HRM, communities of practices, Expert, Hightec SMEs

 

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Journal Article

Achieving HR Function Consistency as a Challenge for HR Practitioners in Project‑oriented Organizations  pp194-203

Katarzyna Piwowar-Sulej

© Oct 2017 Volume 15 Issue 3, Linking Theory and Practice in Intellectual Capital, Editor: Dr. Ilídio Tomás Lopes and Dr. Rogério Marques Serrasqueiro, pp145 - 212

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Abstract

In order to maintain a business competitive advantage managers have to make continuous efforts aimed at either introducing new or developing the existing products and processes. Many enterprises implement the so‑called project‑oriented approach. The enterprises following such an approach are referred to as project‑oriented organizations. A project and an organization cannot exist without people. Human capital is developed in the process of HR function fulfillment (R&S, training, HR appraisal, remuneration and HR flow). In every enterprise, which implements the projectoriented approach and uses the matrix structure, HR function takes a two‑way course: in an organization‑wide perspective (general HR function) and within the framework of a particular project (HR function in projects). The objective of the article is to answer the following research questions: Q1: What kind of gaps occur in the area of HR function internal consistency within the analyzed organizations? Q2: What is the desired role of HR practitioners in project‑oriented organizations? The article presents the results of empirical studies carried out in 2014 and 2015 in 100 project‑oriented organizations. The surveyed organizations present higher general HR function consistency than the HR function in projects. Moreover, some gaps in consistency between both HR function courses were indicated. The obtained results of empirical studies provide knowledge about the specificity of project‑oriented organizations and the desired role of HR practitioners.

 

Keywords: HRM, HR function, project-oriented organization, HR practitioners, HR business partner

 

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Journal Issue

Volume 15 Issue 3, Linking Theory and Practice in Intellectual Capital / Oct 2017  pp145‑212

Editor: Dr. Ilídio Tomás Lopes, Dr. Rogério Marques Serrasqueiro

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Editorial

 

Keywords: value co-creation, intellectual capital, marketing, factor analysis, exploratory empirical analysis, consumer behaviour, Ghana, Sustainable Development, Fourth Mission, Social Well-Being, Indigenous Wisdom, Systemic Co-Creation, Community Intellectual Capital, Luhmannian Framework, Business performance, Intellectual capital, Human capital, Strategic Intent, Chief Knowledge Officers, strategic knowledge management, Intellectual Capital, reporting, measurements, actors, project sponsor, project leader, field study, Italy, intangibles, HRM, HR function, project-oriented organization, HR practitioners, HR business partner, Psychological capital, authentic leadership, trust, work well-being, efficacy, optimism, hope, resilience & Egyptian public organizations

 

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