Essays on Strategic Positioning of HRM in a Knowledge-Based Economy Coursework

Download full paperFile format: .doc, available for editing

The paper "Strategic Positioning of HRM in a Knowledge-Based Economy" is a great example of management coursework.   Human resources management alignment deals with integrating the decisions about people with the goals that the organization is attempting to achieve and has in its vision. It is apparent that the only one-off wealth every company owns is the capability and knowledge of its employees. The efficiency of this asset is dependent on the efficiency of those who are able to use it well. In this current age of global advancement and cut-throat competition, the key wealth of any organization is not its natural resources or labor, rather it is knowledge.

It is no longer the survival of the fittest but the survival of those who are flexible and respond in time to change (Alvesson, 2001). Changes are not only taking place at the technological front but also on economic, political and social fronts. For any organization to stay in the competition, it is essential for it to have a strong knowledge base and hence the need for proper knowledge management (Rodiguez, 2003). Aim This topic investigates the strategic linkage and interface between Strategic HRM and Knowledge Management.

In this essay, I shall explore how HRM facilitates knowledge sharing in contemporary learning organizations Defining Knowledge Management It is best defined as a business activity that has two main features; firstly to handle the knowledge part of all business processes as a separate aspect that is visible in the business plan, vision, policy and implementation at every level of the organization, and secondly, to establish a direct link between the intellectual assets (both recorder and tactical) of the organization and the outcomes as positive results.

(Merali, 2000) In an actual business implementation, knowledge management usually comprises identification and then the proper mapping of the intellectual wealth of the organization. This produces intelligent knowledge that helps gain the competitive edge that every business desires. Data, when organized in a proper form, becomes information. Information in a structured form becomes knowledge and this knowledge when aptly used becomes wisdom that can be utilized for the organization’ s advantage. According to a definition of knowledge management, it is a combination of procedures that facilitate knowledge to be used as a major element in creating value and worth.

This makes it possible to differentiate between the operational and strategic management of knowledge. Figure 1 illustrates operational management that utilizes computer technology to structure and then dispense useful data to employees. This process establishes a link between the organization’ s knowledge and the basic structure of the company that encourages knowledge, the strategy of the organization and with the overall growth of professionals. DISCUSSION The progression of knowledge management owes its credit to a number of theorists like Paul Strassman, Drucker and Senge etc.

(Schultze, 2000) Some of these management theorists focused on the increasing significance of knowledge and it is an important asset to the organization. Then there were theorists who believed in the concept of learning organizations which is another cultural paradigm of handling knowledge. In the late seventies, Rogers’ research at Stanford regarding the distribution of modernization and Thomas Allen’ s work the domain of information and technology transmission, made noteworthy addition to the understanding of how knowledge is formed, utilized, and spread within business organizations (Rodiguez, 2003).

With the advent of the eighties era, the significance of knowledge as a key resource for the progress of the business was firmly established despite the fact that many theories ignored the value of knowledge in the form of an asset to the organization mainly because organizations were not well-prepared to implement strategies for proper management of knowledge (Becker, 2001).


Accenture. (2004). The rise of the high performance learning organization: Results from the Accenture Learning 2004

Accenture. (2004). The rise of the high performance learning organization: Results from the Accenture Learning 2004 Survey of Learning Executives.

Alvesson, M. & Karreman, D. (2001) Odd couple: making sense of the curious concept of knowledge management. Journal of Management Studies, 38(7), 995-1018

Bartell, S.M. (2001). Training’s new role in learning organisations. Innovations in education and Teaching International.

Becker, M.C. (2001) Managing dispersed knowledge: organizational problems, managerial strategies, and their effectiveness. Journal of Management Studies, 38(7), 1037-1051

Carlisle, Y (2000) “Strategic thinking and knowledge management”, in little Quintas, P.; and Ray, T. (eds) Managing knowledge: An Essential Reader, London, Sage, pp.12-38.

Hsu, I. (2008). Knowledge sharing practices as facilitating factor for improving organizational performance through human capital: A preliminary study. Experts Systems with Applications, 35, 1316-1326.

Lee, D.J. & Ahn, J. H. (2007). Rewards Systems for Intra-Organizational Knowledge sharing. European Journal of Operations Research, 180, 938-956.

Magalhaes, R. (1996). Organizational Learning, Organisational Knowledge and organisational memory: New proposals towards a unified view. Working Paper Series No 60. Department of Information Systems, London School of Economics and Political science.

Merali, Y. (2000) Individual and collective congruence in the knowledge management process. Journal of Strategic Information Systems, 9(2-3), 213-234

Rodriguez, Jesus 2003: Knowledge management and organizational competitiveness, a framework for human capital analysis, Journal of knowledge management, Vol 7. No. 3.

Saint-Onge, H. and Wallace, D. (2003) Leveraging Communities of Practice for Strategic Advantage. Butterworth-Heinemann, New York.

Schultze, U. & Boland, R.J. (2000) Knowledge management technology and the reproduction of knowledge work practices. Journal of Strategic Information Systems, 9(2-3), 193-212

Schutz, Alfred. (2003) The phenomenology of the social world. Evanston, IL: revised edition,Northwestern University Press

Senge, P. (2003). Taking personal change seriously: The impact of Organizational learning on management Practice.An executive commentary. Academy of Management Executive, 17(3), 47-50.

Senge, Peter. The Fifth Discipline 2005: The Art & Practice of the Learning Organization, Doubleday-Currency.

Stewart, T. (1997) Intellectual capital: the new wealth of organizations. Doubleday, New York.

Stewart, T. (2001). The Wealth of Knowledge. Intellectual Capital and the twenty First Century Organization. New York.

Tissen, Andriessen, Deprez 1998: Value based knowledge management, Addison Wesley, Longman.

Zhou, Albert 2004: Managing knowledge strategically: A comparison of managers’ perceptions between the private and public sector in Australia, The university of New South Wales, Australia.

Download full paperFile format: .doc, available for editing
Contact Us