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

The Role of Knowledge centering and human Resource Management in assisting the employees replacement process - 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 fellowship anxiety through intellectual capital will be the basis for direct and indirect matched advantage for organisations and that successful organisations will be the ones that are most adept at attracting, developing and retaining individuals who so-and-so drive global organisation that is responsive for two its customers and the burgeoning opportunities of technology. Ulrichs perspective on knowledge management and human resources management provide a strong foundation to understand contemporary organisations providence in sustaining their position in the global market. This paper will discuss the Ulrich perspective in depth and to show t he link between the role 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 disregard 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 collective knowledge of individuals in an organisation or society, which can be used to produce wealth, multiple output of physical assets, gain competitive advantage, and/or to enhance value of opposite 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 that result in accomplishment and innovation (Edvinsson a nd 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 great value compared to other organisational assets. According 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 potpourri 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(prenominal) as acquisition, codification, dissemination, development and application (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 data, 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 accept 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 systematic 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