HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases

HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases

Laura Zapata-Cantú, Jacobo Ramírez, José Luis Pineda
ISBN13: 9781616928865|ISBN10: 1616928867|EISBN13: 9781616928889
DOI: 10.4018/978-1-61692-886-5.ch017
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MLA

Zapata-Cantú, Laura, et al. "HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases." Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation, edited by Minwir Al-Shammari, IGI Global, 2011, pp. 273-293. https://doi.org/10.4018/978-1-61692-886-5.ch017

APA

Zapata-Cantú, L., Ramírez, J., & Pineda, J. L. (2011). HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases. In M. Al-Shammari (Ed.), Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation (pp. 273-293). IGI Global. https://doi.org/10.4018/978-1-61692-886-5.ch017

Chicago

Zapata-Cantú, Laura, Jacobo Ramírez, and José Luis Pineda. "HRM Adaptation to Knowledge Management Initiatives: Three Mexican Cases." In Knowledge Management in Emerging Economies: Social, Organizational and Cultural Implementation, edited by Minwir Al-Shammari, 273-293. Hershey, PA: IGI Global, 2011. https://doi.org/10.4018/978-1-61692-886-5.ch017

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Abstract

Organizational knowledge and human capital are increasingly regarded as key levers of competitive advantage in today’s global, dynamic and complex business environment. People are the ultimate knowledge creators and bearers; although organizations may have memory systems, they do not think by themselves. Human resource management (HRM) has a strategic role facilitating knowledge management (KM) initiatives, specifically in activities such as: recruitment, training and compensation. Although many studies raise the question of how HRM shapes KM, limited research in Latin America has explored this matter. This chapter aims to explore how HRM policies and practices have been designed in three organizations located in Mexico, in order to support KM initiatives. The findings suggest that the strategic role of HRM in supporting KM initiatives must be expanded. HRM policies, practices, and compensation systems, such as incentives and bonus packages to motivate employees to create and share knowledge, need to be redefined. Recruitment, selection and, training and development must be tailored to obtain a successful implementation of the KM program.

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