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Knowledge Management Case Study

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According to Edvardsson (2008) knowledge-oriented human recourse practices can improve firms’ knowledge sharing processes through two different ways. First, firms can use such human resource management (HRM) practices which can provide a foundation for acquiring and encouraging firms’ employees. Second, firms can use such sorts of HRM practices for building an organizational culture that support the knowledge capture, transfer, and use. Chen and Huang (2011) stated that HRM practices and policies are the key sources by which organizations can influence on the individuals’ behaviors, attitudes, and skills. In this fast-growing environment, where flow of information resources or knowledge transfer processes
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This study indicates directive as well as supportive style of leadership to be significantly and negatively associated with the art of knowledge management practices. It also depicts that consulting and delegating styles of leadership are positively and significantly related with managing knowledge in organization. It may be said that there are four main observations. First, there is above average level of efforts on the part of employees in the organization to create, capture, organize, share, disseminate, and use knowledge for organizational excellence. Second, the dominant mode of leadership style in software organization has been found to be directive in nature where the utmost concern is to closely regulate job behaviors of fellow knowledge workers. Third, all the dimensions of knowledge management practices have been found to be negatively and significantly related with directive style of leadership but positively and significantly associated with delegating style of leadership. Finally, the fourth observation is that it is only delegating rather than any other form of leadership style which has been found to predict variance in both explicit as well as tacit form of knowledge management …show more content…
Knowledge sharing is more of exchanging the knowledge when there are situations of interdependencies and supporting the various organizational activities. This study identifies the factors of human resource practices like training and development, reward and recognitions, performance appraisal, team work and technology contributing to knowledge sharing in an organization. This study expands the importance of role of human resource practices in knowledge sharing and which adds value in knowledge management practices.
Khan et al (2016) tried to understand the factors that contribute to knowledge sharing in an organization. This study explains how the effective training, fair compensation and performance appraisal affects the knowledge sharing. The aim was to investigate the alternatives relationship between training, compensation, performance appraisals and knowledge sharing with the moderating role of trust.

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