The impact of knowledge management components on human resource management

This study explores the impact of knowledge management (KM) components acquisition, documentation, transfer, creation, and application on various dimensions of human resource management (HRM), including training, decision-making, performance appraisal, and reward systems. Grounded in foundational KM theories such as (Socialization, Externalization, Combination, Internalization) the SECI model (Nonaka & Takeuchi, ۱۹۹۵) and frameworks by Davenport and Prusak (۱۹۹۸), this research underscores KM as a dynamic, process-oriented strategy aimed at leveraging intellectual capital to enhance organizational innovation, responsiveness, and competitive advantage. This manuscript emphasizes the intersection between KM and HRM, through a review of empirical studies across banking, telecom, and industrial sectors, the findings indicate a strong, positive relationship between effective KM implementation and HRM outcomes such as productivity, decision quality, and employee retention. The concept of knowledge-based HRM emerges as a pivotal framework in aligning people strategies with knowledge assets. Ultimately, integrating KM into HRM practices can lead to improved employee performance, organizational learning, and long-term sustainability in knowledge-intensive environments.

Keywords:

knowledge , knowledge management , human resource management