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HRM practices and knowledge sharing: an empirical study

Author

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  • Chee‐Yang Fong
  • Keng‐Boon Ooi
  • Boon‐In Tan
  • Voon‐Hsien Lee
  • Alain Yee‐Loong Chong

Abstract

Purpose - The purpose of this paper is to investigate the association between human resource management (HRM) practices and knowledge sharing from the Malaysian industry context. Design/methodology/approach - The method of exploratory factor analysis and confirmatory factor analysis were employed to evaluate the reliability and validity of the measurement model. The structural equation modeling (SEM) method was applied to examine the theoretical framework. Findings - The results indicate that recruitment and selection, teamwork, training and development, and performance appraisal, showed a positive relationship with knowledge sharing, as perceived by the managers in the Malaysian manufacturing and service organizations. Research limitations/implications - The research design in this study was cross‐sectional rather than longitudinal. Hence, even though the SEM method was adopted, the interpretations of the cause‐effect‐relationship among the variables could not be determined. In this case, longitudinal research designs serve to be more constructive as compared with cross‐sectional designs in providing causation evidence between HRM practices and knowledge sharing. Practical implications - Findings from this study should be beneficial for HRM managers in developing countries such as Malaysia, who plan to develop competitive knowledge sharing competencies through the adoption of HRM practices. Originality/value - The contribution of this study is the construction of a measurement system of HRM practices and knowledge sharing that could facilitate future research on human resource management, as well as highlighting important implications for HR managers in developing countries.

Suggested Citation

  • Chee‐Yang Fong & Keng‐Boon Ooi & Boon‐In Tan & Voon‐Hsien Lee & Alain Yee‐Loong Chong, 2011. "HRM practices and knowledge sharing: an empirical study," International Journal of Manpower, Emerald Group Publishing Limited, vol. 32(5/6), pages 704-723, August.
    • Handle: RePEc:eme:ijmpps:v:32:y:2011:i:5/6:p:704-723
    DOI: 10.1108/01437721111158288
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    Cited by:

    1. Alison J. Glaister & Yipeng Liu & Sunil Sahadev & Emanuel Gomes, 2014. "Externalizing, Internalizing and Fostering Commitment: The Case of Born-Global Firms in Emerging Economies," Management International Review, Springer, vol. 54(4), pages 473-496, August.
    2. Ikhwan & Achmad Sudiro & Noermijati & Mintarti Rahayu, 2017. "Examining the Link between Spiritual Values at Work, Learning Orientation, Human Resources Practices and Organizational Health: An Indonesia Case Study," International Review of Management and Marketing, Econjournals, vol. 7(3), pages 17-24.
    3. Nik Ab Halim, 2013. "Knowledge Sharing between Multinational Corporation’s Headquarters and Subsidiaries: the Impact of Manager’s Role, Compensation System and Cultural Differences," Journal of Economics and Behavioral Studies, AMH International, vol. 5(10), pages 660-668.
    4. Llopis, Oscar & Foss, Nicolai J., 2016. "Understanding the climate–knowledge sharing relation: The moderating roles of intrinsic motivation and job autonomy," European Management Journal, Elsevier, vol. 34(2), pages 135-144.
    5. Matošková Jana & Směšná Petra, 2017. "Human resource management practices stimulating knowledge sharing," Management & Marketing, Sciendo, vol. 12(4), pages 614-632, December.
    6. Wang, Zhining & Cai, Shaohan Alan & Ren, Shuang & Singh, Sanjay Kumar, 2023. "Green operational performance in a high-tech industry: Role of green HRM and green knowledge," Journal of Business Research, Elsevier, vol. 160(C).

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