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Information Resources Management Association
Advancing the Concepts & Practices of Information Resources Management in Modern Organizations

HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases

HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases
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Author(s): Laura Zapata-Cantú (Tecnologico de Monterrey, México), Jacobo Ramírez (Tecnologico de Monterrey, México)and José Luis Pineda (Tecnologico de Monterrey, México)
Copyright: 2012
Pages: 21
Source title: Human Resources Management: Concepts, Methodologies, Tools, and Applications
Source Author(s)/Editor(s): Information Resources Management Association (USA)
DOI: 10.4018/978-1-4666-1601-1.ch012

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Abstract

Organizational knowledge and human capital are increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. People are the ultimate knowledge creators and bearers; although organizations may have memory systems, they do not think by themselves. Human resource management (HRM) has a strategic role facilitating knowledge management (KM) initiatives, specifically in activities such as: recruitment, training and compensation. Although many studies raise the question of how HRM shapes KM, limited research in Latin America has explored this matter. This chapter aims to explore how HRM policies and practices have been designed in three organizations located in Mexico, in order to support KM initiatives. The findings suggest that the strategic role of HRM in supporting KM initiatives must be expanded. HRM policies, practices, and compensation systems, such as incentives and bonus packages to motivate employees to create and share knowledge, need to be redefined. Recruitment, selection and, training and development must be tailored to obtain a successful implementation of the KM program.

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