It is widely recognized that knowledge management (KM) can provide an organization with the capability to understand customers' needs, effectively extract new ideas from suppliers and customers alike, and turn them into innovative products and services. Human resource management (HRM) plays an equal, if not more important, role in building and sharing the right set of employee competencies that help organizations to successfully compete. In many organizations, HR executives and KM experts have found that developing an IT infrastructure that allows the free exchange of employee experience and expertise has increased the company's competitiveness. Many companies are now aware that timely capturing their employees’ collective knowledge is the only way to preserve their investments in human capital. As a result, some of them have invested to develop a corporate culture of sharing knowledge and experience, capable of convincing employees to share their expertise.
However, how to enable synergy between KM and HRM to foster open innovation is still a relatively new is-sue. Traditionally, innovation has been seen as the responsibility of a R&D team or of a business unit. Re-cent experience has shown that innovation is largely dependent on creative individuals working in an environment that spans multiple organizations and includes, beyond regular employees, consultants and suppliers. Knowledge-supported HR can play a key role in attracting and keeping the most innovative people and partners, creating a culture that supports innovation.
This objective of this special issue is twofold. The first goal is to provide a forum to discuss theoretical mod-els and practical evidence on the effectiveness of knowledge-supported human resource (HR) management. The second goal is to investigate the connection between the implementation of knowledge-supported HR and the degree of open and employee-driven innovation achieved by organizations.
Topics of interest include but are not limited to;
- Tools and techniques for knowledge-supported HR
- Empirical evidence of HR and KM complementarity
- Competencies analysis and profile mapping
- Capturing and sharing employees knowledge
- IT support for knowledge-supported HR
- Competence ontologies
- Interoperability of HR and KM systems
- Roadmaps
- IT support for fostering creativity
- HR and KM practices for fostering innovation
- Support for creativity and serendipity
- Rewarding and profiling innovation
Abstract submissions: 15 March 2011
Submission of manuscripts: 30 March 2011
Notification to authors: 30 May 2011
Final versions due: 15 June 2011
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