Human Resource Management and Knowledge Management Strategies: Looking for a Fit

Abstract

The aim of the paper is to explore the theoretical underpinnings of a fit between knowledge management (KM), human resource management (HRM) and competitive strategies of knowledge-intensive organizations. The paper is based on a review of strategic KM and strategic HRM literature. Based on resource-based view, behavioral, contingent and configurational (complementarity) perspectives, the article proposes a number of testable propositions regarding the alignment between the strategies at different levels (KM, HRM, competitive). The review demonstrates effects of the strategic fit between personalization knowledge management strategy, commitment-oriented HRM strategy and differentiation-based competitive strategy, as well as between codification knowledge management strategy, control-oriented HRM strategy and cost leadership-based competitive strategy. Other combinations of strategies are considered to be less complimentary. Combined three strategies constitute particular strategic configurations that may have both positive and negative synergies influencing employee behavior and organizational outcomes. This study adds value to the literature by discussing mechanisms underlying the strategic interaction of the functional strategies in knowledge-intensive organizations. It also contributes to the discussion of contingent and configurational perspectives on “KM/HRM management – performance” relationship. Additionally, the paper facilitates to the integration and mutual enrichment of KM and HRM research fields.