Knowledge Management in the Human Resource Development (HRD) Office of an Italian Bank: A Case Study

Abstract

One objective of this paper is to contribute to the development of both the KM and HRM literatures through building a bridge between the subjects. KM has important implications for the management of HR, particularly in terms of the development of knowledge-sharing (Scarbrough, 2003). The focus of this paper will be on the growing importance of networks, and the critical need to integrate knowledge and action, as well as on the consequent interactivity that these changes demand with a range of groups inside and outside the organisation. Garavan et al. (2000) see that the daily task of human resource development in building of a learning organisation as: assisting employees in creating and using knowledge, establishing appropriate networks, and engaging in double-loop learning. The second objective of the paper is to identify how HRD practitioners view HRD, what factors they consider critical for HRD practice, and other issues related to training. Knowledge sharing at the workplace, in my experience, is a socially constructed exchange process where people integrate and share their personal, social, academic and professional experiences with their work colleagues.Through this interaction, the construction of knowledge and its meaning within work practices will appear to evolve as a function of doing work.