Strategic HRM in building micro-foundations of organizational knowledge-based performance

Dana B. Minbaeva

doi:10.1016/j.hrmr.2012.10.001

Strategic HRM in building micro-foundations of organizational knowledge-based performance

Dana B. Minbaeva^*

^*Corresponding author for this work

Human Resource Management

Research output: Contribution to journal › Article › peer-review

115 Citations (Scopus)

Abstract

Strategic HRM research has a strong potential to further our understanding of how organizational knowledge processes influence performance at various analytical levels. Drawing on ability-motivation-opportunity research and linking it to knowledge sharing behaviors, we discuss the micro-foundations in the link between strategic HRM practices and knowledge-based organizational performance. We thus describe a research agenda for future micro-foundational research that links strategic HRM and knowledge-based performance.

Original language	English
Pages (from-to)	378-390
Number of pages	13
Journal	HUMAN RESOURCE MANAGEMENT REVIEW
Volume	23
Issue number	4
DOIs	https://doi.org/10.1016/j.hrmr.2012.10.001
Publication status	Published - Dec 2013

Keywords

Knowledge
Microfoundations
Strategic HRM

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10.1016/j.hrmr.2012.10.001

Cite this

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Strategic HRM in building micro-foundations of organizational knowledge-based performance

Abstract

Keywords

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