Citation
(2001), "Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension", Measuring Business Excellence, Vol. 5 No. 3. https://doi.org/10.1108/mbe.2001.26705caf.010
Publisher
:Emerald Group Publishing Limited
Copyright © 2001, MCB UP Limited
Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension
Knowledge management practices within a knowledge-intensive firm: the significance of the people management dimension
M. Robertson and G. O'Malley-Hammersley, Journal of European Industrial Training (UK), Vol. 24 No. 2/3/4, 2000
Focuses on the contribution that human resource management can make to knowledge management, arguing that the technical side has been overemphasized. Looks at knowledge-intensive firms (defined as those in which the work is of an intellectual nature and in which well-qualified employees make up the majority of the staff, such as professional service firms), reporting a case study that took place over two years in a UK business and science consultancy firm. Examines the human resource practices within the firm, describing in detail the firm's recruitment and selection, training and development, retention strategy and rewards structure. Sets out the role of information technology in supporting the work of the consultancy, concluding that it plays a minor role in knowledge management within the firm. Highlights how the firm's high trust human resource practices support the sharing of knowledge between consultants and retain their expertise and loyalty for the firm. Underlines that these human resource practices were not based on highly formal procedures but encouraged highly subjective and informal approaches that, in many cases, relied on the consultants managing themselves.
Quality focus says: A theoretical article but with strong practical implications.