Title: From bureaucratic forms towards team-based knowledge work systems: implications for human resource management
Authors: Niclas L. Erhardt, Carlos Martin-Rios, Sean A. Way
Addresses: School of Business, The University of Maine, D.P. Corbett Business Building, Orono, ME 04469-5723, USA. ' School of Management, University Carlos III of Madrid, Getafe, Madrid, 28903, Spain. ' School of Hotel Administration, Cornell University, Ithaca, NY 14853, USA
Abstract: Teamwork as knowledge integrating mechanisms is critical for firms pursuing a knowledge driven strategy (Grant, 1996b); yet, theoretical and empirical research regarding how to manage knowledge processes in team settings remains limited in the strategic human resource management (SHRM) field. This paper builds on the knowledge work and SHRM literatures. We outline key knowledge processes including knowledge sharing, knowledge creation and team learning. A team-based HRM system is demarcated that aims to foster knowledge work. Four key HR practices are discussed including knowledge staffing, knowledge-based performance management, fostering of shared leadership and trust building. The paper identifies key challenges for HRM and addresses areas for future research.
Keywords: knowledge work; teams; human resource management; strategic HRM; knowledge management; effective learning; teamwork; knowledge sharing; knowledge creation; team learning; knowledge staffing; performance management; shared leadership; trust building.
International Journal of Collaborative Enterprise, 2009 Vol.1 No.2, pp.160 - 179
Available online: 18 Nov 2009 *Full-text access for editors Access for subscribers Purchase this article Comment on this article