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This research examines the linkages between human resource management and knowledge management. Specifically, the association between four areas of human resource management (training, decision‐making, performance appraisal, and compensation and reward) with the five areas of knowledge management (knowledge acquisition, knowledge documentation, knowledge transfer, knowledge creation, knowledge application) is explored. The statistical results suggest that a knowledge organisation requires a different management approach than the non‐knowledge organisation. Hence, the role of human resource management is also unique. In terms of employee development, the focus should be placed on achieving quality, creativity, leadership, and problem solving skill. The design of a compensation and reward system should be on promoting group performance, knowledge sharing, and innovative thinking. The performance appraisal must be the base of evaluation of employee’s knowledge management practices, and an input for directing knowledge management efforts.

This paper indicates that ISO 9000 elements that relate to an organization quality system are hard to implement compared to elements that relate to operational procedures. The elements that are identified as difficult to implement and related to an organization quality system are: corrective and preventive actions, design control, management responsibility, statistical techniques, process control, document and data control and quality system. The elements that are perceived as easy to execute are: inspection and test status, packaging, preservation, and delivery, and inspection and testing. In addition, it has been found that companies that market their products in Europe, or engage in intense interaction with foreign partners, perceive a lesser degree of difficulty in practising the requirements of ISO 9000 series of standards compared to companies that do not have fair market share in Europe, or lack of foreign interactions. This argument works for companies with different ranges of paid‐up capital or operating years.

The purpose of this study is to evaluate the effects of knowledge management (KM) processes on human resource management’s (HRM’s) performance in family-owned organizations. Therefore, a model is proposed to explain the core processes of KM and their effects on HRM's performance.

A field study is conducted based on data collected from family-owned companies in Turkey. The survey instrument is a self-administered questionnaire composed of 36 questions in total. There are three demographic questions, 18 questions aim to investigate KM processes and 15 questions aim to investigate HRM practices.

The results show that KM processes have significant positive relationships with HRM performance. Among the processes of KM, knowledge generation (KG) is found to have the most significant effect. This study shows that KM processes are enhancing HRM performance in family-owned organizations.

First of all, it is conducted on family-owned companies. Hence, the results may change based on types of organizations. Second, convenience sampling was used in data collection. The majority of data were collected through HRM departments who were available, reliable and easy to access. Despite many advantages of this sampling technique on major disadvantage is lacking clear generalizability. For this reason, it is presumed that HRM awareness is high in the selected participants. Different sampling methods may lead to different results. Thus, for future research, it would be useful to make cross-cultural and cross-sectorial studies to compare the business cultures and to find more accurate outcomes related to KM and HRM implementations.

Nowadays, most of the family-owned companies are well aware of the statement that both KM and HRM have significant positive impacts on organizational outcomes. This research's findings indicate that KM processes enhance HRM performance in family-owned organizations. Therefore, family-owned organizations should pay more attention on KM processes and the linkage between KM and HRM in order to obtain better HRM results.

The purpose of this paper is to develop a model that takes into account both personal and contextual factors in explaining individuals' motivation to share their knowledge.

Drawing from research on achievement motivation and social exchange, it is posited that goal orientations provide a framework for individuals' knowledge sharing by shaping how they cognitively value the costs and benefits associated with sharing their knowledge. It is argued each of the goal orientations is associated with preferences for sharing specific types of knowledge and is that a focus on different aspects of the knowledge provider‐recipient relationship.

The model provides a possible explanation for some of the inconsistencies in existing knowledge‐sharing research on the factors that motivate knowledge sharing as well as expanding understanding of the conditions that facilitate knowledge sharing.

For organizations to encourage the desired knowledge sharing, they may need to maintain human resource management (HRM) practices that recognize the different motivations associated with each of the goal orientations.

The model developed integrates research on goal orientations and knowledge transfer to expand understanding of how individuals cognitively value the costs and benefits of sharing their knowledge.

Cultural differences between employees of different nationalities are hindering the development of some transnational joint ventures. Describing and modelling the positive (or negative) factors that cause joint venture employees to accept (or reject) joint management business practices is of great value to all corporations operating abroad with locally sourced employees.

This study uses a Sino-Japan construction joint venture project as a representative case study. First, structural equation modelling is used to identify the factors influencing Chinese employees' acceptance of joint venture management practices. Then, a system dynamics model is adopted to simulate the time-dependent effects of the incentives.

The study results (1) indicate which incentives strongly affect employee acceptance of joint venture management practices; (2) identify inefficient management practices in cross-cultural joint ventures; and (3) provide evidence that the employees' perceptions of clear purpose, good working relationships and helpful mechanisms positively and directly also support their acceptance of joint management practices.

–A dynamic simulation method is used to analyse the influence of various incentive factors on employee acceptance of joint management. This provides unprecedented information regarding how these factors interact with each other, hence how their effectiveness varies (both positively and negatively) over time. Further findings also provide new ideas for joint venture managers to adopt more effective management methods.

In spite of the active role of continuous learning on improving organisational performance, the construction industry generally and architectural design firms (ADFs) in particular are criticised for their inability to use organisational knowledge to foster learning culture towards enhancing their performance. This paper aims to develop a framework based on knowledge management (KM) to enhance the learning culture in ADFs in developing countries.

To achieve the abovementioned aim, a research methodology consisted of data collection, data analysis and action required is designed to achieve four objectives. First, to examine the nature of the construction industry in developing countries, learning culture in ADFs, as well as knowledge and KM; second, to present three case studies to investigate the effectiveness of KM in enhancing the learning culture in ADFs; third, to investigate the perception and application of KM towards enhancing the learning culture in ADFs in Egypt, finally to develop a KM based framework to enhance the learning culture in ADFs in developing countries.

Through literature review, the research highlighted the fragmented nature of the architectural design process, which led to the loss of valuable information and made the process of capturing and sharing knowledge a hard task. In addition, it identified the barriers of implementing KM and the building blocks of learning culture in ADFs. Results of data analysis showed that “lack of organisational culture” and “low involvement of top management” were ranked the highest barriers for implementing KM in ADFs. Moreover, respondents mentioned that they do not share openly their information with other employees to maintain their uniqueness and that the strict working environment of their ADFs is not encouraging creativity or enhancing learning culture. Furthermore, “continuous learning and enhancement” and “experimentation, feedback and reflection” were ranked by respondents as the highest building blocks of a learning organisation.

This research focussed on ADFs in developing countries.

Implementing KM strategies will facilitate the enhancement of learning culture within ADFs in developing countries. This will impact positively on improving the performance and increasing the competitiveness and market share of ADFS.

The research identified the barriers of KM implementation in ADFs and the building blocks of creating a learning organisations. It focusses on improving the performance of ADFs through using the capabilities of KM towards building learning culture in ADFs. The proposed framework which was designed to facilitate the implementation of KM for enhancing the learning culture in ADFs in developing countries represents a synthesis that is novel and creative in thought and adds value to the knowledge in a manner that has not previously occurred.