The Role of Knowledge Management and Human Resource Management in Research Paper

The Role of association Management and Human Resource Management in assisting the employees replacement function - Research Paper ExampleConclusions 22 References Appendices List of Abbreviations HRM Human Resource Management KM Knowledge Management IC Intellectual Capital RBV Resource-based-view 1. Introduction Ulrich (1998) asserted that familiarity management by dint of cerebral detonating device leave behind be the basis for direct and indirect competitive advantage for memorial tablets and that successful organisations will be the ones that are most adept at attracting, developing and retaining individuals who can drive spheric organisation that is responsive for both its customers and the burgeoning opportunities of technology. Ulrichs perspective on intimacy management and gentlemans gentleman resources management can a strong foundation to understand contemporary organisations providence in sustaining their position in the ball-shaped market. This paper will dis cuss the Ulrich perspective in depth and to show the link between the federal agency of both Human Recourse Management and Knowledge Management in sustaining the competitive advantage of organisations through knowledge workers. 2. What is Intellectual Capital Ulrich (1998) emphasizes the ability to attract, develop and retain individuals that can run organisations at global levels while exploiting technological advancements for achieving and sustaining success. This is possible by building intellectual capital, which the Business Dictionary explains as the corporal knowledge of individuals in an organisation or society, which can be used to produce wealth, multiple end product of physical assets, gain competitive advantage, and/or to enhance value of other types of capital including customer capital, human capital, intellectual property, and structural capital (Skiba & Dulong, 2010 p.264). Human capital constitutes the knowledge gained by employees through specific activities tha t head in learning and innovation (Edvinsson and Malone 1997). Overall, Nahapiet and Ghoshal (1998 p.245) regard IC as a valuable resource and a capability for action based in knowledge. Moreover, they regard IC of greater value compared to other organisational assets. harmonise to them, IC operates in two dimensions, first based on types of knowledge secondly, levels of analysis in knowledge and knowing. From the types of knowledge perspective, its classification into tacit and explicit knowledge by Polanyi (1967) stands good in organisational contexts. Intellectual capital is the hidden value of the organisation, and closely linked to Knowledge core processes such as acquisition, codification, dissemination, development and operation (Davis, 2009). Establishment of this link between Knowledge core processes and IC requires an understanding of knowledge and its management in organisational contexts. 3. Knowledge and its management Knowledge Distinguishing from information and da ta, Lang (2001) identifies knowledge as a human creation that is embodied in mind, and argues that it cannot be delivered by systems or technology. A highly accepted and notable classification of knowledge is that of Polanyis (1967) tacit and explicit knowledge. Tacit knowledge is that which is captured by an individuals mindset and manifests through their actions. This knowledge can be acquired through interpersonal interaction (Lee & Choi, 2003). Explicit knowledge forms the formal and domineering knowledge which can be shared and communicated by codifying into manuals, procedures, rules etc (Nonaka & Konno, 1998 Stenmark, 2001). Explicit knowledge can be transferred to others in simpler manner than tacit