An internal fit perspective on the relationship between strategic human resource (HR) practices and knowledge-oriented HR practices

Abstract

Purpose

This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities.

Design/methodology/approach

The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique.

Findings

SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices.

Research limitations/implications

The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP.

Originality/value

The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

Citation

Trivedi, K. and Srivastava, K.B.L. (2023), "An internal fit perspective on the relationship between strategic human resource (HR) practices and knowledge-oriented HR practices", Strategic HR Review, Vol. 22 No. 4, pp. 135-139. https://doi.org/10.1108/SHR-04-2023-0025