Knowledge management strategies, HRM practices and intellectual capital in knowledge-intensive firms

Abstract

In this paper, we examine the moderating role of knowledge management strategies of codification and personalization in "HRM – intellectual capital – firm performance" relationship. A survey data from 209 knowledge-intensive companies from Russia demonstrated that knowledge management strategy significantly alters the relationship between company’s HRM practices, intellectual capital and performance. In particular, we found that the more company is oriented towards codification knowledge management strategy, the stronger the positive HRM-performance relationship and the stronger the mediating effect of intellectual capital. However, analyzing decomposed variables of HRM (ability-enhancing, motivation-enhancing and opportunity enhancing) and specific intellectual capital resources (human, social and structural capitals), we found little support to the moderating role of knowledge management strategies in proposed relationships. The paper provides a valuable contribution strategic HRM literature and knowledge-based theory of the firm.