Strategy alignment between HRM, KM, and corporate development

Hsi‐An Shih and Yun‐Hwa Chiang

International Journal of Manpower, 2005, vol. 26, issue 6, 582-603

Abstract: Purpose - This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness. Design/methodology/approach - Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm. Findings - Results indicate that firms pursuing cost leadership strategy and buy‐bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make‐organic HRM strategy are associated with frequent use of personalization KM strategy. Originality/value - This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.

Keywords: Human resource strategies; Knowledge management; Corporate strategy; Taiwan (search for similar items in EconPapers)
Date: 2005
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Persistent link: https://EconPapers.repec.org/RePEc:eme:ijmpps:01437720510625476

DOI: 10.1108/01437720510625476

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