Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness

The purpose of this study is to determine whether the relationships exist between (a) HRM practices; (b) KM practices and (c) organizational competitiveness.In addition, this study also researches whether the use of HRM/KM within the firm leads to the creation of organizational competitiveness betw...

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Main Author: Raja Kasim, Raja Suzana
Format: Conference or Workshop Item
Language:English
Published: 2006
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Online Access:http://repo.uum.edu.my/11523/1/495%281%29.pdf
http://repo.uum.edu.my/11523/
http://www.kmice.cms.net.my/
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spelling my.uum.repo.115232014-07-14T07:03:47Z http://repo.uum.edu.my/11523/ Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness Raja Kasim, Raja Suzana HD28 Management. Industrial Management The purpose of this study is to determine whether the relationships exist between (a) HRM practices; (b) KM practices and (c) organizational competitiveness.In addition, this study also researches whether the use of HRM/KM within the firm leads to the creation of organizational competitiveness between organization that practice HRM/KM and those that do not.A survey is conducted amongst MSC status organizations to determine a common practice of KM and to determine the degree of practices of both HRM/KM.The study determines the relationship between each pair of HRM/KM practices as well organizational competitiveness levels.Organizational competitiveness is assessed by an established measure which integrate the types of innovation and types of performance measures subjectively, namely; comparative performance measure and internal performance measure. HRM/KM practices are assessed from middle level managers both in the area of HRM and non HRM.Result of this research found that there is a positive relationship between HRM/KM practices and organizational competitiveness.Also, results indicate that there are significant differences in the perception of KM/HRM practices among various MSC status organizations, which had KM in place and those that do not. 2006-06-06 Conference or Workshop Item PeerReviewed application/pdf en http://repo.uum.edu.my/11523/1/495%281%29.pdf Raja Kasim, Raja Suzana (2006) Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness. In: Knowledge Management International Conference and Exhibition 2006 (KMICE 2006), 6-8 June 2006, The Legend Hotel Kuala Lumpur. http://www.kmice.cms.net.my/
institution Universiti Utara Malaysia
building UUM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Utara Malaysia
content_source UUM Institutionali Repository
url_provider http://repo.uum.edu.my/
language English
topic HD28 Management. Industrial Management
spellingShingle HD28 Management. Industrial Management
Raja Kasim, Raja Suzana
Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness
description The purpose of this study is to determine whether the relationships exist between (a) HRM practices; (b) KM practices and (c) organizational competitiveness.In addition, this study also researches whether the use of HRM/KM within the firm leads to the creation of organizational competitiveness between organization that practice HRM/KM and those that do not.A survey is conducted amongst MSC status organizations to determine a common practice of KM and to determine the degree of practices of both HRM/KM.The study determines the relationship between each pair of HRM/KM practices as well organizational competitiveness levels.Organizational competitiveness is assessed by an established measure which integrate the types of innovation and types of performance measures subjectively, namely; comparative performance measure and internal performance measure. HRM/KM practices are assessed from middle level managers both in the area of HRM and non HRM.Result of this research found that there is a positive relationship between HRM/KM practices and organizational competitiveness.Also, results indicate that there are significant differences in the perception of KM/HRM practices among various MSC status organizations, which had KM in place and those that do not.
format Conference or Workshop Item
author Raja Kasim, Raja Suzana
author_facet Raja Kasim, Raja Suzana
author_sort Raja Kasim, Raja Suzana
title Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness
title_short Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness
title_full Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness
title_fullStr Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness
title_full_unstemmed Strategic linking of human resources management and knowledge management practices amongst MSC status companies in Malaysia: Enhancing organizational competitiveness
title_sort strategic linking of human resources management and knowledge management practices amongst msc status companies in malaysia: enhancing organizational competitiveness
publishDate 2006
url http://repo.uum.edu.my/11523/1/495%281%29.pdf
http://repo.uum.edu.my/11523/
http://www.kmice.cms.net.my/
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score 12.925488