HR Management and Tacit Knowledge
An Empirical Interplay
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The discipline of human resource management has been highly dynamic and undergoing continuous metamorphosis in both scope and orientation. However, while there is a growing recognition of human capital theory, its operationalization through intellectual stock and flows which is the most critical parameter that defines the institutional memory of an organization has been sounding abstract. Therefore, the importance of knowledge and understanding of the epistemology by HR scholars and practitioners is a requisite to a holistic and universal HR management theories and practice. Empirical evidence...
The discipline of human resource management has been highly dynamic and undergoing continuous metamorphosis in both scope and orientation. However, while there is a growing recognition of human capital theory, its operationalization through intellectual stock and flows which is the most critical parameter that defines the institutional memory of an organization has been sounding abstract. Therefore, the importance of knowledge and understanding of the epistemology by HR scholars and practitioners is a requisite to a holistic and universal HR management theories and practice. Empirical evidence shows that 80% of human knowledge is in tacit form, making it a precious treasure that must be freed by way of sharing or conversion into other forms that can easily be manipulated to build and preserve the institutional memory. This book therefore presents an empirical link that bridges and demystify this critical interplay between HR Management and Knowledge Management thus helping the HRprofessionals develop necessary insights that will re-position their understanding of HR management and governance as the next frontier expected to deliver the Knowledge Driven Economy.
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