A review of HR practices in knowledge‐intensive firms and MNEs: 2000‐2006

Abstract

PurposeThe aim of this paper is to show the association which exists among the wide range of knowledge management, knowledge sharing and HRM practices in the knowledge‐intensive firms.Design/methodology/approachThe proposed literature review includes the systematic process of research in the following manner; after identifying the main area of interest, key concepts and words were selected, parameters were set to ensure selection of good quality journals, and availability of articles in full text was also considered.FindingsThe study finds that one must keep in view the variable personnel demands and extensive training and development needs of knowledge workers, and highlights the need for attention to be paid to unique scientific practices for managing gold‐collar workers in knowledge‐intensive firms.Research limitations/implicationsThe need for further empirical, cross‐case, cross‐cultural and longitudinal studies is highlighted to explore the dimensions of HR practices for managing gold‐collar workers in KIFs.Originality/valuePerception of gold‐collar workers with reference to the relationship with top managers is discussed through the 30 articles published over the period 2000 to 2006. To manage KIFs, the creation of an original focus on people issues is highlighted. With the help of Chenail's qualitative matrix, the study thematically analyzes the HR antecedents that emerged into four distinctive categories.