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Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance

Developing a Framework of Human Resource Management, Organizational Learning, Knowledge Management Capability, and Organizational Performance
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Author(s): Kijpokin Kasemsap (Suan Sunandha Rajabhat University, Thailand)
Copyright: 2015
Pages: 30
Source title: Knowledge Management for Competitive Advantage During Economic Crisis
Source Author(s)/Editor(s): Patricia Ordoñez de Pablos (University of Oviedo, Spain), Lluis Jovell Turró (Universidad Autónoma de Barcelona, Spain), Robert D. Tennyson (University of Minnesota, USA) and Jingyuan Zhao (University of Toronto, Canada)
DOI: 10.4018/978-1-4666-6457-9.ch010

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Abstract

This chapter introduces the framework and the practical concepts of Human Resource Management (HRM), organizational learning, Knowledge Management Capability (KMC), and organizational performance. This chapter also explains the role of HRM, organizational learning, and KMC on organizational performance. The developed framework presents the relationship among the constructs (i.e., HRM, organizational learning, KMC, and organizational performance) and contributes toward a better understanding of the specific mechanisms through which HRM, organizational learning, and KMC positively influence organizational performance. HRM effectively acts as a trigger toward effective organizational learning and KMC processes, thus creating a valuable organizational performance. Organizational performance that can usually help to perform a task in an integrated manner is a source of sustainable competitive advantage. Understanding the role of HRM, organizational learning, KMC, and organizational performance through the framework will significantly enhance the organizational performance and achieve business goals in the modern business world.

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