How to increase organisational learning and knowledge sharing through human resource management processes?
by Reza Salehzadeh; Morteza Seddighi; Ehsan Ebrahimi
International Journal of Process Management and Benchmarking (IJPMB), Vol. 11, No. 3, 2021

Abstract: The purpose of this paper is to examine how human resource management (HRM) processes and knowledge sharing affect organisational learning within the context of steel industry. Drawing from the literature on HRM, this study hypothesises and tests the relationship between HRM processes, knowledge sharing and organisational learning. The authors used survey research to collect the data. The PLS path modelling approach was used to analyse the data and the conceptual model. The empirical results from the structural model suggest that three out of five HRM processes (i.e., training, job design and job quality) influenced knowledge sharing. Furthermore, knowledge sharing was a direct antecedent of organisational learning.

Online publication date: Fri, 14-May-2021

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Process Management and Benchmarking (IJPMB):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com