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Article
Publication date: 2 October 2007

Mae Y. Keary

1294

Abstract

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Online Information Review, vol. 31 no. 5
Type: Research Article
ISSN: 1468-4527

Keywords

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Article
Publication date: 1 August 2005

Mae Y. Keary

331

Abstract

Details

Online Information Review, vol. 29 no. 4
Type: Research Article
ISSN: 1468-4527

Keywords

Content available
185

Abstract

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Online Information Review, vol. 28 no. 6
Type: Research Article
ISSN: 1468-4527

Keywords

Content available
Article
Publication date: 1 April 2004

Mae Y. Keary

356

Abstract

Details

The Electronic Library, vol. 22 no. 2
Type: Research Article
ISSN: 0264-0473

Keywords

Content available
Article
Publication date: 1 October 2002

Mae Y. Keary

79

Abstract

Details

The Electronic Library, vol. 20 no. 5
Type: Research Article
ISSN: 0264-0473

Keywords

Content available
Article
Publication date: 26 September 2008

Mae Y. Keary

588

Abstract

Details

Online Information Review, vol. 32 no. 5
Type: Research Article
ISSN: 1468-4527

Keywords

Article
Publication date: 1 May 1991

Mae Y Keary

The title of this paper may seem somewhat unusual, as it poses the question, what is a ‘key technology’, and what gaps are being chased? A recurring theme in research such…

Abstract

The title of this paper may seem somewhat unusual, as it poses the question, what is a ‘key technology’, and what gaps are being chased? A recurring theme in research such as this is the need to define words or concepts. One of the first tasks was to define ‘key technology’. To arrive at a helpful definition, the whole subject of ‘technology’ was looked at in some depth.

Details

Aslib Proceedings, vol. 43 no. 5
Type: Research Article
ISSN: 0001-253X

Article
Publication date: 29 July 2014

Georgios N. Theriou and Prodromos Chatzoglou

The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization…

6497

Abstract

Purpose

The purpose of this paper is to empirically examine the relationships between best human resource management (HRM) practices, knowledge management (KM), organization learning and organizational capabilities (OC), as well as their impact on organizational performance.

Design/methodology/approach

To carry out this research, a structured questionnaire was designed and distributed to 212 manufacturing firms which employ at least 50 employees. The final sample consists of 138 useable questionnaires.

Findings

Results indicate that manufacturing firms pursuing best HRM practices achieve higher performance through the interaction of these practices with KM and organizational learning capability and the creation of OC.

Research limitations/implications

Possible limitations of the study include the measurement of OC, the use of subjective performance indicators and the data collection approach reflecting mainly HRM managers’ perceptions.

Practical implications

HR practitioners and/or managers should focus on establishing the appropriate mechanisms for integrating “best HRM practices” with learning, knowledge and OC in order to improve performance.

Originality/value

This paper empirically tests a new composite model which elaborates upon the mechanisms that seem to intervene between the best HRM practices – performance relationship. Moreover, the value of the human factor in KM and organizational learning initiatives, as well as on OC, is explored. While this has already been underlined in the past, there is still no complete model simultaneously describing and testing all those relationships.

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