Human resource management practices stimulating knowledge sharing

Matošková, Jana; Směšná, Petra

dc.title	Human resource management practices stimulating knowledge sharing	en
dc.contributor.author	Matošková, Jana
dc.contributor.author	Směšná, Petra
dc.relation.ispartof	Management & Marketing-Challenges for the Knowledge Society
dc.identifier.issn	1842-0206 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued	2017
utb.relation.volume	12
utb.relation.issue	4
dc.citation.spage	614
dc.citation.epage	632
dc.type	article
dc.language.iso	en
dc.publisher	De Gruyter
dc.identifier.doi	10.1515/mmcks-2017-0036
dc.relation.uri	https://www.degruyter.com/view/j/mmcks.2017.12.issue-4/mmcks-2017-0036/mmcks-2017-0036.xml
dc.subject	HRM practices	en
dc.subject	knowledge sharing	en
dc.subject	organizational performance	en
dc.subject	knowledge management	en
dc.subject	personality traits of employees	en
dc.subject	organizational culture	en
dc.subject	managers	en
dc.description.abstract	The major goal of the paper was to develop a theoretical framework that conceptualizes the indirect impact on human resource management practice on knowledge sharing in the organization. In the current competitive environment, the ability to use knowledge assets and to continuously renovate it is required for organizational success. Therefore, the field of human resource management should dedicate great effort to understanding how to enhance the knowledge flows within the organization. Theoretical indications were provided about HRM practices that influence the quality and quantity of knowledge sharing within an organization. Further, a conceptual model of relations between HRM practices and factors influencing knowledge sharing within an organization was introduced. It is supposed that HRM practices have direct impacts on personality traits of employees, organizational culture, characteristics of managers, and instruments used for knowledge sharing. Subsequently, these factors have direct effects on the perceived intensity of knowledge sharing. The paper offers 12 testable propositions for the indirect relation between HRM practices and knowledge sharing in the organization. The suggested model could assist future research to examine the influence of HRM practices upon managing knowledge is a more complex way. Via a theoretical contribution to the debate on the influence on HRM practices upon managing knowledge, the study contributes to further research development in this field.	en
utb.faculty	Faculty of Management and Economics
dc.identifier.uri	http://hdl.handle.net/10563/1007748
utb.identifier.obdid	43877559
utb.identifier.scopus	2-s2.0-85041115588
utb.identifier.wok	000419978800006
utb.source	j-wok
dc.date.accessioned	2018-02-26T10:20:05Z
dc.date.available	2018-02-26T10:20:05Z
dc.description.sponsorship	European Social Fund (ESF); national budget of the Czech Republic [CZ.1.07/2.3.00/20.0147]; internal TBU project [RO/2016/07]
dc.rights	Attribution-NonCommercial-NoDerivs 3.0 Unported
dc.rights.uri	https://creativecommons.org/licenses/by-nc-nd/3.0/
dc.rights.access	openAccess
utb.contributor.internalauthor	Matošková, Jana
utb.contributor.internalauthor	Směšná, Petra
utb.fulltext.affiliation	Jana MATOŠKOVÁ Tomas Bata University in Zlín, Zlín, Czech Republic matoskova@utb.cz Petra SMĚŠNÁ Tomas Bata University in Zlín, Zlín, Czech Republic
utb.fulltext.dates	-
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utb.fulltext.sponsorship	The author is thankful to the Operational Program Education for Competitiveness cofunded by the European Social Fund (ESF) and national budget of the Czech Republic for the grant No. CZ.1.07/2.3.00/20.0147 - “Human Resources Development in the field of Measurement and Management of Companies, Clusters and Regions Performance” and to the internal TBU project RO/2016/07, “The improvement of organizations’ performance through human capital management”, which provided financial support for this research.
utb.wos.affiliation	[Matoskova, Jana; Smesna, Petra] Tomas Bata Univ Zlin, Zlin, Czech Republic
utb.fulltext.projects	CZ.1.07/2.3.00/20.0147
utb.fulltext.projects	RO/2016/07