Human Resource Management in the Knowledge Economy

Book description

Offers a fundamentally new conceptual model for the human resource function to meet the challenges of the knowledge economy
Provides concrete suggestions for implementing this model, including numerous examples of effective practices from leading-edge firms
Synthesizes current thinking on knowledge management and intellectual capital and identifies how human resource management can make a value-added contribution
As more organizations recognize the importance of intellectual capital and knowledge management to competitive success, you would expect human resources (HR) to move to the forefront of organizational leadership. Yet, to the contrary, HR continues to be criticized for its operational and bureaucratic focus and its inability to keep up with changes in the environment.
Human Resource Management in the Knowledge Economy examines how human resource management must change if it is to remain a vital part of the organization. The Lengnick-Halls show how HR departments can move beyond a simple operational focus on attracting, selecting, developing, retaining, and using employees to a more strategic focus on managing human capital and managing knowledge.
The book identifies the most important features of the knowledge economy and details four new roles HR must adopt in order to help organizations succeed in this new environment: human capital steward, knowledge facilitator, relationship builder, and rapid deployment specialist. Each of these roles is defined and described in detail using examples from leading-edge businesses. Human Resource Management in the Knowledge Economy describes how human resource management has evolved and continues to evolve to meet the increasing demands of organizations for sources of competitive advantage.

Table of contents

  1. Cover Page
  2. Title Page
  3. Copyright Page
  4. Dedication
  5. Contents
  6. List of Tables
  7. Preface
  8. Chapter 1 A New Imperative for Human Resource Management
    1. Build Strategic Capability
    2. Expand Boundaries
    3. Manage New Roles
    4. Summary
  9. Chapter 2 Human Resource Management in the Knowledge Economy
    1. What’s Different in the Knowledge Economy?
    2. How Do Organizations Compete in the Knowledge Economy?
    3. Human Resource Management’s Opportunity in the Knowledge Economy
    4. Why Human Resource Management Roles?
    5. New Roles and New Challenges for Human Resource Management
    6. Conclusion
  10. Chapter 3 Human Capital Steward
    1. What is Human Capital?
    2. Human Capital Steward: A New Role for Human Resource Management
    3. Human Capital Investments
    4. Human Capital Flexibility
    5. Human Capital Leveraging
    6. Why Human Capital Stewardship Is Essential
  11. Chapter 4 Knowledge Facilitator
    1. Why Manage Knowledge?
    2. What Is Knowledge Management?
    3. Human Resource Management as Knowledge Facilitator
    4. Human Resource Management Challenges for the Knowledge Facilitator Role
    5. Conclusion
  12. Chapter 5 Relationship Builder
    1. Anatomy of Relationships
    2. Human Resource Management as Relationship Builder
    3. Conclusion
  13. Chapter 6 Rapid Deployment Specialist
    1. Obtain the Right Human Talent
    2. Be in the Right Place
    3. Act at the Right Time
    4. Do What Is Needed
    5. Orchestrating Rapid Deployment
  14. Chapter 7 New Roles, New Solutions
    1. Human Resource Management and the Resource-Based View of the Firm
    2. New Human Resource Management Roles for New Human Resource Management Contributions
    3. From Human Resources to Strategic Capabilities Unit
  15. References
  16. Index
  17. About the Authors

Product information

  • Title: Human Resource Management in the Knowledge Economy
  • Author(s): Mark Lengnick-Hall, Cyndy Lengnick-Hall
  • Release date: December 2002
  • Publisher(s): Berrett-Koehler Publishers
  • ISBN: 9781609945992