Victor Oltra

Knowledge management effectiveness factors: the role of HRM

Purpose – Within the search of the key factors that explain knowledge management (KM) effectiveness, this paper aims to advance a simultaneously conceptual and practical framework that links human resource management (HRM) and KM.Design/methodology/approach – A literature‐based preliminary framework assumes that a number of critical KM characteristics and KM‐related human resource (HR) practices impact on KM effectiveness. Qualitative methods are used for data collection and analysis. Three knowledge‐intensive Spanish business units of multinational companies are the target case‐study settings.Findings – Systematic patterns are found regarding the impact of critical KM characteristics and KM‐related HR practices on KM effectiveness. An induced framework, encompassing a number of specific variables and propositions, is developed.Research limitations/implications – The lack of a longitudinal study demands caution in the results interpretation. Also, similar studies in cultural contexts other than Spain coul...

Boosting organizational learning through team-based talent management: what is the evidence from large Spanish firms?

Talent management (TM) can crucially help optimize organizational learning (OL) processes. The aim of this article is to study whether certain TM practices related to teamwork design and dynamics stimulate and develop learning (i.e. knowledge creation) processes within the organization and across the different ontological levels (individual, group and organizational–institutional). A model linking team-based TM and OL is tested in a sample of large Spanish companies. Our empirical results emphasize the distinction between individual–group and institutional levels of learning as the two pillars of OL. The results also highlight the role of team autonomy and creativity as crucial factors for successful OL through team-based TM, especially for interlinking individual and group learning levels.

Learning, knowledge and dynamic capabilities: theoretical implications for competitiveness and innovation in the 21st century

The aim of this paper is to support dynamic capabilities as a strategic tool for company management. We will begin by illustrating the evolution that can be discerned in the process of developing competitive advantage as a result of the organisations internal analysis. In a first stage, interest was centred on understanding the nature of the firms assets, and knowing which conditions would make it possible to turn them into lasting and sustainable sources of competitive advantage. During a second phase, interest was shifted towards the dynamic processes of generation, development and accumulation of assets. In this sense, dynamic capabilities are those which allow managers to activate and redirect the complex framework of influential economic and organisational factors, thus helping control the companys evolution and enhancing the organisations wealth of opportunity. Dynamic capabilities are therefore key factors in optimising innovation and the overall strategic course of the companys future.

Facilitating organisational learning through teamwork-based knowledge management: evidence from Spain

In the context of organisational learning optimisation through knowledge management policies, it is essential to pay careful attention to teamwork design and dynamics. Having these ideas in mind, the aim of our paper is to empirically study whether a number of knowledge management policies related to team design and dynamics facilitate organisational learning processes across the different ontological levels (individual, group, and organisational-institutional). Hence, we propose a model linking teamwork-design based on knowledge management policies (including the sub-dimensions of team composition, team bonding, and team bridging) and organisational learning. We test this model in a sample of large Spanish companies. Our findings highlight the role of, on the one hand, individual-group learning level and, on the other hand, institutional learning level, as the two cornerstones of organisational learning. Furthermore, team autonomy and creativity stand out as crucial factors for successful knowledge management policies.