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HRM practices, reconfiguring capabilities and knowledge utilisation

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  • Ari Jantunen

Abstract

This study examines the impact of modern Human Resource Management (HRM) practices and the firm's reconfiguring capabilities on knowledge utilisation by using data from a sample of 299 companies. The study builds on and extends the existing literature on the knowledge-based view of the firm and the management of human resources. The findings show a connection between the practices employed by the firm and its ability to utilise knowledge. The need to adopt modern practices and to develop the ability to reconfigure existing structures and processes for effective knowledge use is emphasised. Managerial implications and avenues for further research are discussed.

Suggested Citation

  • Ari Jantunen, 2009. "HRM practices, reconfiguring capabilities and knowledge utilisation," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 6(3), pages 185-201.
    • Handle: RePEc:ids:ijlica:v:6:y:2009:i:3:p:185-201
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