Pia Heilmann

The impact of knowledge management on job satisfaction

Purpose This paper aims to propose that knowledge management (KM) could be a way to nurture job satisfaction and examine how KM can increase individual employees’ job satisfaction. Design/methodology/approach A theoretical model concerning the connections between five facets of KM (knowledge acquisition, knowledge sharing, knowledge creation, knowledge codification and knowledge retention) and job satisfaction is proposed. It is then empirically tested with a structural equation modelling partial least squares analysis of a survey data set of 824 observations, collected from the members of a Finnish municipal organisation. Findings Existence of KM processes in one’s working environment is significantly linked with high job satisfaction. Especially intra-organisational knowledge sharing seems to be a key KM process, promoting satisfaction with one’s job in most employee groups. Interestingly, significant knowledge-based promoters of job satisfaction differ as a function of job characteristics. Practical implications KM has a strong impact on employee job satisfaction, and therefore, managers are advised to implement KM activities in their organisations, not only for the sake of improving knowledge worker performance but also for improving their well-being at work. Originality/value This paper produces knowledge on a type of consequence of KM that has been largely unexplored in previous research, individual job satisfaction. Also, it promotes moving the KM literature to the next stage where the impact of KM practices is not explored as a “one size fits all” type of a phenomenon, but rather as a contingent and contextual issue.

DO SMEs BENEFIT FROM HRM-RELATED KNOWLEDGE PROTECTION IN INNOVATION MANAGEMENT?

In terms of innovation generation and management, creative employees are the most valuable resources in small firms. Thus, knowledge leaking and leaving are the major staff-related risks. Protecting HRM-related knowledge is one effective way of dealing with these challenges, although this is not always acknowledged by academics or by managers. It is particularly valuable in safeguarding the existing background knowledge of the firm, and thus the prerequisites for future innovation. The aim in this study is to shed light on what is a somewhat neglected protection and appropriability mechanism, and thus to enhance understanding of the role of HRM in protecting core company knowledge—especially in SMEs. These issues are explored in a review of the latest literature and a case study of 15 SMEs representing three industries. The theoretical contribution of the study is to introduce and empirically test a typology of five HRM-related knowledge-protection mechanisms: recruitment, education and training on matters of confidentiality, retaining employees, capturing and diffusing knowledge in-house, and monitoring.

High level competence: a tool for coping with organizational change

Purpose – The purpose of this paper is to find out and understand the different competence development needs of managers and their ways of learning. The examined managers work in middle management in Finnish information and communication technology sector (ICT) and paper business sector.Design/methodology/approach – The research was qualitative by nature and the used research method was focused interview. The research group included 15 managers from three ICT companies (the ICT managers worked in software development projects) and 15 managers from three paper companies (the paper companies in this research produce pulp, paper and paperboard). Also three directors from both sectors were interviewed.Findings – Changes in organizations force managers also to change. New demanding duties and technological development require continuous training and updating of knowledge. Business sector and previous career path of a manager direct his/her further training need. Managers were responsible themselves for updatin...

Employer brand image in a health care organization

Purpose – The purpose of this paper is to provide an overview concerning employer brand image in a Finnish hospital organization. What is done for recruitment marketing? This study offers some proposals for improving the recruitment process.Design/methodology/approach – The research is a qualitative case study and the research method used is a group interview. The research questions are approached from an organizational perspective. Background information about the current labour shortage in health care is gathered from the focus hospital organization, from the public media and from the health care trade organizations.Findings – Very few marketing actions concerning employer image have been done in the focus hospital. There also existed a lack of appropriate recruitment tools and competence. Data systems and the internet have not been fully exploited in the recruitment process. Vacancies are not announced in educational institutes. Career development possibilities are not presented in job advertisements a...

Survival Competence in Russian SMEs in a Changing Business Environment

This paper focuses on the survival competences that enable small and medium enterprise (SME) managers to conduct business in change situations. Russian SMEs, which have undergone several drastic changes in operational environment in recent decades, comprise the subjects of the qualitative study. Their recent World Trade Organization (WTO) membership is challenging in terms of business continuity and competence. The results of the study show that both internal competences and network competences are needed in order to survive in crisis situations. Entrepreneurial competences acquired by everybody in the firm, an open-minded attitude towards external partners, and networking competences provide a future direction for managerial practice and public actors.

Human resources – strength and weakness in protection of intellectual capital

Purpose – Human resources in knowledge intensive industries create the basis for continuing innovation and subsequent firm performance. At the same time, they pose risks for the competitiveness of the firm: unwanted leaking of knowledge and intellectual capital to outsiders exposes firm-critical knowledge, and knowledge leaving with a departing key employee may jeopardise the firm’s projects. The purpose of this paper is to examine how human resource management can serve as a protection mechanism to diminish knowledge leaking and leaving via employees. Design/methodology/approach – The authors approach these issues through a case study utilising interview data from 22 interviews within two large research and development intensive firms. Findings – Human resources could be seen both as a strength and weakness of a firm with respect to knowledge protection. The findings indicate that there are numerous practices related to commitment, trust, motivation, and sense of responsibility available to deploy to str...

Employer branding in power industry

Purpose – The purpose of this study is to examine what kind of motives and practices company has for employer branding in power industry. The objective is to find out the benefits of employer branding and how it is targeted towards potential and current employees. In addition, the aim is to examine whether companies see employer branding as a process and what kind of processes they have for employer branding.Design/methodology/approach – The theoretical perspective of this study is based on literature review, which provides a better understanding of employer branding. The empirical part is a qualitative case study of two large, international companies in the field of power industry. The data was gathered with interviews.Findings – The main motives for employer branding are better employer image, more efficient recruitment and improved job satisfaction. Employer branding efforts are focused according to target group. Recruitment and educational co‐operation are the main objects of employer branding towards...

Competence areas and knowledge gaps in supply management

This paper examines the significant competence areas and possible knowledge gaps in the field of supply management. The study is based on a sample of 100 Finnish firms collected through a questionnaire survey among general managers and supply managers. Five competence areas were identified among these firms: The study provides an overview of the current state of these competences areas in Finnish firms and examines the competence gaps. According to the results, the main gaps were in supplier-relationship management, production planning and human-resource management. The implication is that a firm should recognise the increasing requirements of supply management, and create appropriate strategy for recruiting individuals who are able to complement the firm’s overall competence.

Competence management in maintenance: case – Finnish forest company

Purpose – The purpose of this paper is to find out and understand the role of competence management in Finnish forest company maintenance. The key questions of this paper are: what is the required maintenance competence and how can this competence be achieved? Competence needs are here approached from the managerial perspective.Design/methodology/approach – The research was qualitative by nature. In total, 29 managers and supervisors were interviewed with focused interview; 22 interviewees worked in maintenance and seven in production.Findings – Competence management in forest company maintenance is twofold. First, the existing personnels competence level should be developed. Second, the competence of new recruits should be taken care of. The co‐operation between maintenance and production is important in promoting competence development. The supervisors are responsible of the overall competence level of their subordinates. The transference of the tacit knowledge from a senior to a junior worker is impor...

Dealing with organizational silos with communities of practice and human resource management

Purpose Organizational silos that build on the existing organizational structures are often considered to have negative effects in the form of focus on private narrow objectives and organizational fragmentation. To avoid such harmful outcomes, competence management is called for, and in this, the human resources (HR) function takes a key role. Among other things, it can provide basis for emergence and utilization of communities of practice (CoPs) that build on common interests and effectively cross organizational boundaries. These features of CoPs allow them to carry competences and ease knowledge transfer and to break down the harmful isolation. Quite paradoxically, the challenge is that CoPs can also form within silos, thereby strengthening isolation, and HR as a utility department can itself be particularly prone to the silo effects. Examination of boundaries and silos through an original study conducted in a Finnish energy sector company suggests that HR managers need competences outside their own expertise area and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same. Design/methodology/approach The study is based on qualitative research data gathered in four focus group interviews with HR personnel from an energy sector company in November 2012. Totally, 19 professionals were interviewed (five HR partners, five talent development and performance managers, five vice presidents of HR and four HR managers) in the four focus groups. The company’s HR personnel represented units from Finland, Sweden, Poland and Estonia. Findings Examination of boundaries and silos in the Finnish energy sector suggests that HR managers need competences outside their own field (e.g. knowledge of the business and offerings of the firm) and courage to augment their CoPs across the functional boundaries to break out of the HR silo and to assist other functions to do the same. Originality/value Research provided that CoPs can have different effects on silos. As they are capable of crossing organizational and functional boundaries, they may effectively mitigate adverse silo effects; however, if CoPs are formed within silos, they may strengthen isolation and fragmentation. In addition, utility departments and supporting functions are particularly prone to the risk of CoPs forming within silos. The HR function is one manifestation of this. Paradoxically, it also has the potential to enhance the other type of effects that CoPs can exert, as competence management can be used to foster intentional and self-organizing CoPs that counter silo effects.