The Successful Implementation of Knowledge Management Processes: The Role of Human Resource Systems "An Empirical Study in the Jordanian Mobile Telecommunication Companies"

Faleh Abdelgader Alhawary () and Hanadi Al-Zegaier ()
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Faleh Abdelgader Alhawary: Department of Business Administration, Applied Science Private University, Amman, Jordan
Hanadi Al-Zegaier: Department of Management Information Systems, Applied Science Private University, Amman, Jordan

Journal of Information & Knowledge Management (JIKM), 2009, vol. 08, issue 02, 159-173

Abstract: Knowledge is a resource that is valuable to an organisation's ability to innovate and compete. It exists within the individual employees, and also in a composite sense within the organisation. Therefore, it is important that organisations find a way to tap into this knowledge and effectively manage knowledge processes in order to preserve and expand its core competencies to maintain a sustainable competitive advantage. The purpose of this study is to examine the impact of human resource systems (HR planning System, HR Training System, HR Reward System, HR recruitment System) on the successful implementation of knowledge management processes (acquisition, application, sharing). Respondents consist of top/senior managers, human resource managers, and heads of departments in the Jordanian mobile telecommunication companies. A questionnaire survey was developed to collect data from respondents, a sample of 150 were selected according to a simple random sampling technique. Different statistical tools were used to test study hypotheses. The study findings shows that overall human resource systems have a significant impact on knowledge management processes. Based on the findings, the study suggest future research which can seek an enhanced understanding of the relationship of HRS with knowledge management processes in other sectors and other countries as well, since cultural differences exist among organisations, which influence employee perceptions regarding knowledge management processes. This study has implications for HR managers or decision-makers to create an organisational environment that encourages employee empowerment, integration and socialisation by eliminating all forms of barriers and red tapes, which can allow people to participate for new opportunities and foster a positive social interaction culture before introducing knowledge management initiatives.

Keywords: Human resource systems; knowledge management processes; knowledge acquisition; knowledge application; knowledge sharing (search for similar items in EconPapers)
Date: 2009
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DOI: 10.1142/S0219649209002300

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