The Electronic Journal of Knowledge Management aims to publish perspectives on topics relevant to the study, implementation and management of knowledge management
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Journal Issue
Volume 9 Issue 2, ICICKM 2010 special issue / Apr 2011  pp85‑180

Editor: W.B. Lee

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Building a Knowledge Management Model at Brazil's Embrapa (Brazilian Agricultural Research Corporation): Towards a Knowledge‑Based View of Organizations  pp85‑97

Rivadavia Correa Drummond de Alvarenga Neto, Job Lucio Gomes Vieira

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Knowledge Audit with Intellectual Capital in the Quality Management Process: An Empirical Study in an Electronics Company  pp98‑116

Percy Chi Wai Chan, W.B. Lee

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Knowledge Management, an Enduring but Confusing Fashion  pp117‑131

Ken Grant

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The Formulaic and Embryonic Dimensions of Knowledge Management Strategy: A Social Practice Perspective  pp132‑138

Yassaman Imani

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Implementing Knowledge Through Development Projects  pp139‑148

Erik Laursen

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Key Performance Indicators Metrics Effect on the Advancement and Sustainability of Knowledge Management  pp149‑154

Mohamed Rabhi

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Human Resource Management Practices and Organizational Innovation: Assessing the Mediating Role of Knowledge Management Effectiveness  pp155‑167

Cheng Ling Tan, Aizzat Mohd Nasurdin

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Abstract

Organizational innovation has been viewed as an essential weapon for organizations to compete in this competitive business environment. Particularly, Malaysia manufacturing firms strive to transform their business model from labor‑intensive to knowledge‑intensive, which aim to immerse themselves in higher value added activities such as, developing new products, processes, and services, to continual sustain the competitiveness within the rivalries. One of the ways to heighten the organizational innovation is through effective human resource management (HRM) practices and effective knowledge management. This study examined the direct relationships between HRM practices (performance appraisal, career management, training, reward system, and recruitment) and organizational innovation (product innovation, process innovation, and administrative innovation). Additionally, it also examined the mediating role of KM effectiveness on the direct relationship. Data was drawn from a sample of 171 large manufacturing firms in Malaysia. The regression results showed that HRM practices generally have a positive effect on organizational innovation. Specifically, the findings indicate that training was positively related to three dimensions of organizational innovation (product innovation, process innovation, and administrative innovation). Performance appraisal also found to have a positive effect on administrative innovation. Additionally, this study also demonstrates that training and performance appraisal, are positively related to knowledge management effectiveness. Knowledge management effectiveness fully mediates the relationship between training and process innovation, training and administrative innovation, and performance appraisal and administrative innovation. A discussion of the findings, limitations, and implications are provided. 

 

Keywords: human resource management practices, product innovation, process innovation, administrative innovation, knowledge management effectiveness, Malaysian manufacturing firms

 

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Academic Vocational Training: Bridging the gap Between Educational Space and Work Space  pp168‑180

Soren Willert, Hanne Dauer Keller, Nikolaj Stegeager

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