The Analysis of Selected Relationships Between Human Resource Management Style and the Effectiveness of Knowledge Management

Open access


The creation, dissemination and use of knowledge depends on many factors related to both the specificity of the enterprise, the type of organizational solution, the style of human resource management used, the potential of employees and, above all, the ability of the company to use this potential. From the point of view of efficiency of acquiring, disseminating and using knowledge in the enterprise, human resources management is of key importance. Methods and techniques used in this area should be thoroughly analyzed and critically evaluated in terms of their relevance and real positive impact on knowledge management. This study attempts to analyze selected issues related to the company’s management style, the existing variant of the organizational structure and the general assumptions of the knowledge management system. The main goal of the study was to identify trends and dependencies between these factors in the context of knowledge management effectiveness. The study used a questionnaire consisting of 63 questions. In individual companies the questionnaire was each time filled in by the representative of the company’s top management. The study presents a part of the examined issues directly related to the indicated topic based on data obtained from 105 enterprises.

If the inline PDF is not rendering correctly, you can download the PDF file here.

  • Armstrong M. 2003. A Handbook of Human Resource Management Practice. 9th ed. Kogan Page London 161–162.

  • Białasiewicz M. 2013. Kształtowanie kapitału ludzkiego w organizacji. WNUS Szczecin.

  • Chen H. Hou J. Chen W. 2018. Threshold Effect of Knowledge Accumulation between Innovation Path and Innovation Performance: New Evidence from China’s High-tech Industry. Science Technology and Society 23 (1) 163–184 DOI: 10.1177/0971721817744459.

  • Cui A.S. Wu F. 2016. Utilizing customer knowledge in innovation: antecedents and impact of customer involvement on new product performance. Journal of The Academy of Marketing Science 44 (4) 516 – 538 DOI: 10.1007/s11747-015-0433-x.

  • Davenport T.H. Prusak L. Stapleton S.L. Wilson H.J. 2003. What’s the Big Idea?: Creating and Capitalizing on the Best Management Think. Harvard Business School Press Boston.

  • Drucker P.F. 2009. Praktyka zarządzania. MT Biznes Warszawa 145–146.

  • Fahey L. Prusak L. 1998. The Eleven Deadliest Sins of Knowledge Management. California Management Review 40 (3) 265–276 DOI: 10.2307/41165954.

  • Gill C. 2018. Don’t know don’t care: An exploration of evidence based knowledge and practice in human resource management. Human Resource Management Review 28 (2) 103–115 DOI: 10.1016/j.hrmr.2017.06.001.

  • Heavey C. Simsek Z. 2017. Distributed Cognition in Top Management Teams and Organizational Ambidexterity: The Influence of Transactive Memory Systems. Journal of Management 43 (3) 919–945 DOI: 10.1177/0149206314545652.

  • Jiang Y. Chen C.C. 2018. Integrating Knowledge Activities for Team Innovation: Effects of Transformational Leadership. Journal of Management 44 (5) 1819–1847 DOI: 10.1177/0149206316628641.

  • Lemon K.N. Verhoef P.C. 2016. Understanding Customer Experience Throughout the Customer Journey. Journal of Marketing 80 (6) 69–96 DOI: 10.1509/jm.15.0420.

  • Martinez-Conesa I. Soto-Acosta P. Carayannis E.G. 2017. On the path towards open innovation: assessing the role of knowledge management capability and environmental dynamism in SMEs. Journal of Knowledge Management 21 (3) 553–570 DOI: 10.1108/JKM-09-2016-0403.

  • Nonaka I. Takeuchi H. 2000. Kreowanie wiedzy w organizacji. Poltext Warszawa 24–25.

  • Santosus M. Surmacz J. 2001. The ABCs of knowledge management. CIO

  • Magazine 5/2001.

  • Stenius M. Haukkala A. Hankonen N. Ravaja N. 2017. What Motivates Experts to Share? A Prospective Test of the Model of Knowledge-Sharing Motivation. Human Resource Management 56 (6) 871–885 DOI: 10.1002/hrm.21804.

  • Ulrich D. 1998. A New Mandate for Human Resources. Harvard Business Review January – February 124–134.

  • Von Krogh G. Netland T. Worter M. 2018. Winning With Open Process Innovation. Mit Sloan Management Review 59 (2) 53 – 56.

Journal information
All Time Past Year Past 30 Days
Abstract Views 0 0 0
Full Text Views 135 135 14
PDF Downloads 87 87 2