The HRM-KM Nexus: A Conceptual Framework for Valuing Knowledge Workers

Résumé

Abstract

This conceptual research analyzes the strategic interrelationship between human resource management practices and knowledge management. Based on an in-depth literature review, it identifies three key bundles of HRM practices — acquisition, retention and development — as essential levers for the creation, transfer and value enhancement of knowledge within organizations. Practices such as recruitment and selection, training, compensation, career management and internal communication are examined in terms of their strategic contribution to knowledge management processes. Far from being limited to an administrative function, these practices shape an organizational environment conducive to knowledge sharing, collaboration and innovation. Central to this analysis is the role of knowledge workers, whose autonomy, creativity and specialized expertise position them as both creators and repositories of organizational knowledge. The article further explores how organizational culture and continuous learning act as moderating conditions that either enable or constrain the effectiveness of HRM-KM alignment. Building on these insights, a conceptual framework is developed, illustrating the systemic and bidirectional nature of interactions and generating empirically testable research propositions. This work contributes to the growing body of literature at the intersection of HRM and KM, offering an integrated and human-centered representation of knowledge governance in organizations, and opening avenues for future empirical research across diverse organizational configurations.

Keywords: Human resource management, Knowledge management, HR practices, Knowledge transfer, Knowledge workers.