Strategy alignment between HRM, KM, and corporate development

Abstract

Purpose

This study seeks to examine the relationships between corporate strategy, human resource management (HRM) strategy, and knowledge management (KM) strategy, as well as their interactive influence on KM effectiveness.

Design/methodology/approach

Samples studied are 147 Taiwanese large companies in banking, services, and manufacturing industries; responses from multiple informants are collected from each firm.

Findings

Results indicate that firms pursuing cost leadership strategy and buy‐bureaucratic HRM strategy are more likely to adopt codification KM strategy. Firms adopting differentiation strategy and make‐organic HRM strategy are associated with frequent use of personalization KM strategy.

Originality/value

This study finds that fit between KM strategy and both corporate as well as HRM strategy are significantly related to better KM effectiveness in terms of process outcome, learning capability, and organizational outcomes.

Citation

Shih, H. and Chiang, Y. (2005), "Strategy alignment between HRM, KM, and corporate development", International Journal of Manpower, Vol. 26 No. 6, pp. 582-603. https://doi.org/10.1108/01437720510625476