HRM AS A MEANS OF SHAPING RELATIONAL NETWORKS WITHIN A COMPANY: A COMPARISON OF TWO KNOWLEDGE-INTENSIVE COMPANIES

The social network analysis (SNA) presented in this paper offers an opportunity to broaden the traditional view of HRM, which focuses on the role of the individual within an organisation, to studying relationships among individuals and examining the role HRM can play in shaping these relations withi...

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Bibliographic Details
Published in:Economic and business review for Central and South-Eastern Europe 2007-10, Vol.9 (3), p.213-234
Main Authors: Kase, Robert, Zupan, Nada
Format: Article
Language:English
Subjects:
Competitive advantage
Employee involvement
Employees
Explicit knowledge
Human resource management
Human resources
Influence
Knowledge
Knowledge management
Organizational structure
Personnel management
Social capital
Social network analysis
Social networks
Studies
Tacit knowledge
Work organization
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Summary:The social network analysis (SNA) presented in this paper offers an opportunity to broaden the traditional view of HRM, which focuses on the role of the individual within an organisation, to studying relationships among individuals and examining the role HRM can play in shaping these relations within a certain context. The proposed exploratory empirical model identifies variables that shape relational networks. Further, the exploration of two case studies of knowledge-intensive companies suggests possible links between existing HR practices (e.g., work organisation, compensation and staffing) and network characteristics such as cohesion and range. [PUBLICATION ABSTRACT]
ISSN:1580-0466
2335-4216