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Student
Title
Supervisor
Faculty
Educational Programme
Final Grade
Year of Graduation
Yulia Shibeko
The Impact of Perceived HRM Practices on Emolpoyees' Knowledge Sharing Behavior
Human Resource Management
(Master’s programme)
2019
With the transition to a knowledge-based economy, the intellectual resources of employees, their abilities and skills, become the key resource of an organization, allowing them to achieve economic efficiency in a competitive and dynamic environment. The leaders of the new economy are those companies that successfully manage existing knowledge and effectively acquire new one. Knowledge plays a special role in knowledge-intensive enterprises, being the main productive resource. The key question is what factors influence the stimulation and facilitation of the exchange of knowledge between employees. The purpose of this study is to test a model based on the concept of N. Foss's system of knowledge management and the AMO-model. The main idea of this model is that the management practices used by the company to stimulate the exchange of knowledge, affect the activity in the knowledge exchange indirectly, refracted through the individual abilities of employees, their external and internal motivation. To test the hypothesis, a secondary data analysis was performed using the structural equation modeling method. According to the results of the analysis, the mediated effect of management practices on activity in the exchange of knowledge was proved. Individual abilities, as well as intrinsic motivation to share knowledge, have a mediation effect on the relationship between management practices and individual activity in knowledge sharing. This confirms the general theoretical framework of the study, which postulates the indirect influence of managerial practices on the behavior of employees, and their indirect influence through the individual characteristics of employees. From a practical point of view, all three management practices have shown a statistically significant effect on the individual characteristics of employees and can be considered by managers in the formation of knowledge management policies and procedures.

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