| Abstract |
Knowledge management often encompasses identifying and mapping
intellectual assets within the organization, generating new knowledge
for competitive advantage within the organization, making vast
amounts of corporate information accessible, sharing of best practices,
and technology that enables all of the above - including groupware
and intranets. Globally, knowledge has become the most important
factor in economic development and knowledge assets are considered
essential for economic growth, competitive advantage, human
development and quality of human life. Knowledge management
presents HRM with the opportunity to become pivotal to the strategic
management of the organization and a catalyst for knowledge creation
and building value. This involves more than just re-labeling Human
Resources - it is a fundamental paradigmatic shift for HRM and senior
management. Thus this paper is to promote the ideas of applying
Knowledge Management to EHRM solutions. |
| Referenceses |
- Andrews, K.M. (2003b). Get businesslike about knowledge management. HR Monthly, November:
- pp.12-16.
- Andrews, K.M. and B.L. Delahaye. (2009). Influences on knowledge processes in organisational
- learning: The psychosocial filter. Journal of Management Studies, 37(6): pp.797-810.
- Bolisani E., Scarso E., (2009). “Information Technology management: a knowledge-based
- perspective” Technovation, pp.209-217.
- DeNisi, A.S., M.A. Hitt and S.E. Jackson.(2008). Managing knowledge for sustained competitive
- advantage. San Francisco: Jossey-Bass.
- Frey, B.S. and Jegen, R. (2000) Motivation Crowding Theory: A Survey of Empirical Evidence
- (revised version). Institute for Empirical Research in Economics , University of Zurich.
- ISSN 1424-0459.
- Knowledge Management & E-HRM
- 62 Srusti Management Review, Vol-IV,Issue-IV, April-2011
- Hislop D., (2007) “Mission Impossible? Communicating and sharing knowledge via information
- technology”, Journal of Information Technology, pp.165-177.
- Johannessen J.A., Olaisen J., Olsen B., (2007), “Mismanagement of tacit knowledge: the
- importance of tacit knowledge, the danger of information technology, and what to do
- about it”, International Journal of Management, pp. 3-20.
- Lockett, G. and K. Legge. (1993). Epilogue – an agenda for research. Journal of Management
- Studies, 30(6): pp.1017-1020.
- Lucier, C. (2003) When knowledge adds up to nothing. Development and Learning in Organizations:
- An International Journal, Vol. 17, pp. 32-35.
- Malhotra, Y. and Galletta, D.F. (2003). “Role of Commitment and Motivation in Knowledge
- Management Systems Implementation: Theory, Conceptualization, and Measurement
- of Antecedents of Success”. 36th Hawaii International Conference on System Sciences.
- p. 10.
- Milne, P. (2007), Motivation, incentives and organisational culture. Journal of Knowledge
- Management, Vol. 11, pp. 28-38.
- Morello, D. and Caldwell, F. (2001). What Are Knowledge Workers? What Makes Them Tick?
- Stamford : Gartner, Research. SPA-12-7780.
- Osterloh, M. and Frey, B.S. (2000), “Motivation, Knowledge Transfer, and Organizational Form”.
- Organization Science. Septembre-octobre, Vol. 11, 5, pp. 538-550.
- Pan S.L., Scarbrough H., (2009), “Knowledge Management in Practice: An Exploratory Case
- Study”, Technology Analysis & Strategic Management, Vol.11, No.3, pp.56-63.
- Prusak, L. (2008). Where did knowledge management come from? IBM Systems Journal, 40(4):
- pp.1002-1007.
- Roberts J., (2008), “From Know-how to Show-how? Questioning the Role of Information and
- Communication Technologies in Knowledge Transfer”, Technology Analysis & Strategic
- Management; Vol. 12, No. 4, pp..72-79.
- Semar, W. (2004). “Incentive systems in knowledge management to support cooperative
- distributed forms of creating and acquiring knowledge.”, International Conference on
- Information and Knowledge Engineering. pp. 406-411.
- Sveiby, K.E. and R. Simons. (2009). Collaborative climate and the effectiveness of knowledge
- work. Journal of Knowledge Management, 6 (5): pp.420-433.
|
