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|Title:||Guiding metaphors for knowledge-intensive firms: Strategic HRM practices and knowledge strategies||Authors:||Arunprasad, P.||Issue Date:||2016||Publisher:||Emerald Group Publishing Ltd.||Journal:||International Journal of Organizational Analysis||Abstract:||Purpose: The purpose of this paper is to conceptualize and empirically test the impact of strategic human resource management (HRM) practices on learning outcomes and also to examine whether this relationship is contingent on knowledge strategy in a sample of knowledge-intensive firms like software companies in India. Design/methodology/approach: Data were collected through a questionnaire, and the software companies were chosen based on the listing in the NASSCOM annual report. A total of 32 companies participated in this research study, and the survey was conducted in two phases. Findings: The universalistic approach revealed that organizational learning outcomes can be enhanced by focusing on specific individual HRM practices. Also, the fit between HRM practices and knowledge strategy revealed that the interaction effect between individual and knowledge strategy have had an increased impact on the learning outcomes. Practical implications: HRM practices can be aligned to the targeted knowledge strategy of the organization and maximize specific organizational learning outcome to achieve sustained competitive advantage. Knowledge-intensive firms can measure their knowledge strategy and gauge whether it is complemented with HRM practices for better tangible and intangible outcomes. Originality/value: The proposed model can benefit the firms to analyse the extent of contribution of HRM practices towards the organizational learning process. It also helps to understand how an organization can be productive by focusing on specific learning outcomes and establishing a tighter link between the select individual HRM practices and the defined knowledge strategy. © 2016, © Emerald Group Publishing Limited.||URI:||http://hdl.handle.net/20.500.12216/45||DOI:||10.1108/IJOA-07-2015-0887|
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