Strategy alignment between HRM, KM, and corporate development

Purpose - This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness.Design methodology approach - Samples studied are 147 Taiwanese large compa...

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Bibliographic Details
Published in:International journal of manpower 2005-01, Vol.26 (6), p.582-603
Main Authors: Shih, Hsi-An, Chiang, Yun-Hwa
Format: Article
Language:English
Subjects:
Competition
Competitive advantage
Corporate objectives
Corporate strategy
Correlation analysis
Customization
Effectiveness studies
Employees
Explicit knowledge
Human resource management
Human resource strategies
Knowledge management
Organizational learning
Strategic management
Studies
Taiwan
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Summary:Purpose - This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness.Design methodology approach - Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm.Findings - Results indicate that firms pursuing cost leadership strategy and buy-bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make-organic HRM strategy are associated with frequent use of personalization KM strategy.Originality value - This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.
ISSN:0143-7720
1758-6577
DOI:10.1108/01437720510625476