The effect of HRM practice on knowledge sharing behavior and firm performance

Abstract

High-performance organizations’ acknowledge is of a great benefit to human resource management (HRM) practices that are closely related to a greater efficiency, flexibility, and  innovation capabilities (Kalleberg, Marsden, Reynolds, and Knoke, 2006). To achieve the competitive advantage, organizations must have knowledge management and learning effectiveness. The success of the organization derives from the use of knowledge management through the sharing of knowledge between employees. The study aims to fulfill the issues regarding the relationship of HRM practices affect knowledge sharing behavior, with reciprocal benefits and knowledge self-efficacy. The relationship is expected to drive the knowledge sharing behavior among employees, which will affect the firm innovation capability and firm performance. This study has used a variety of theories to explain the relationship of phenomena; knowledge- based view theory, social exchange theory and expectancy theory.