دانلود ترجمه مقاله مدیریت راهبردی کارکنان دانشی و منابع انسانی – مجله امرالد

• فهرست مطالب:

 چکیده
مقدمه
مدیریت کارکنان دانشی در PSFs
مواد و روش ها
جمع اوری داده ها
تجزیه تحلیل داده ها
نمایش نتایج
کنترل ساختار
کنترل فرهنگی
کنترل HRM
مدیریت عملکرد
عملکرد شرکت
نقش واحد HRM
بحث و پیامدها
محدودیت ها و مفاهیم برای تحقیقات آینده
نتیجه گیری

• بخشی از ترجمه:

مقاله حاضر نشان داده است که تفاوت در عملکرد شرکت های دانش مبنا ممکن است توسط سیستم های کنترل سازمانی توضیح داده شود. در این مورد، کنترل پرسنل و فرهنگ است. مطالعات موردی کیفی دو PSFs ارائه شواهد برای حمایت از این مفهوم است که SHRM یک عامل مهم در توضیح عملکرد شرکت است.
با این حال، این یافته ها را نمی توان در تمام PSF و سازمان های مشابه تعمیم داد. هر چند، یافته های کنونی راهگشای پژوهشگران علاقمند به توسعه یک مدل پژوهشی برای توضیح مدیریت استراتژیک کارکنان دانشی در انواع PSFs مشابه سازمانی می باشد.

• بخشی از مقاله انگلیسی:

Introduction In recent years, there has been an increasing interest in the management of knowledgebased firms (Robertson and Swan, 2004) as society shifts from an industrial age to a fully-fledged information-based age era. Despite the expanding literature in the field of strategic management and an emerging body of literature in strategic human resource management (SHRM) research (for example, Wright et al., 2001), little is known concerning SHRM in knowledge-based firms. While a significant amount of literature exist to support the importance of leveraging knowledge as the basis of creating core capabilities to achieve competitive advantage (for example, Jackson et al., 2003), few empirical studies show the relationships between structure, culture and HRM in knowledge-based industries. Knowledge-based firms such as professional service firms (PSFs), employ individuals who are highly skilled. These firms produce, distribute and use knowledge and information as their source of competitive advantage (OECD, 1996; Soo et al., 2002). Therefore, this paper aims to examine the empirical relationship between organizational control and firm performance in PSFs. Managing knowledge workers in PSFs The majority of PSFs have a distinctive ownership and governance structure. The form of ownership is the professional partnership. However, professional partnership is a neglected form of study in academic research (cf. Greenwood and Empson, 2003). However, partnership firms and organizations are worthy of study because they are associated with the management of knowledge workers. In addition, these firms have a prestigious aura around their context (Alvesson, 1995). Accordingly, they have been acknowledged as an archetype for the new economy (Greenwood and Empson, 2003). Knowledge intensive firms are particularly appropriate examples of contemporary forms of ‘‘people dependent organizations’’ (Robertson et al., 2003). They can be defined as: Companies where most of the work can be said to be of an intellectual nature and where welleducated, qualified employees form the major part of the workforce (Alvesson, 2000, p. 1101). Furthermore, they encompass certain unique characteristics. As portrayed by Lowendahl (1997), these firms: . Are highly knowledge intensive with services delivered by people with higher education. . Are frequently closely linked to scientific knowledge development within the relevant area of expertise. . Involve a high degree of customization. . Involve a high degree of discretionary efforts and personal judgments by the experts delivering the service. . Require substantial interaction with the client firm representatives involved. . Deliver within the constraints of professional norms, including setting clients needs higher than profits and respecting the limits of professional expertise. Knowledge-based firms differ from other industry types because of the nature of their work, which is of a professional intellectual manner that draws on mental abilities rather than physical strength and traditional manual craft (Karreman et al., 2002). For instance, in PSFs, knowledge workers are employed to solve complex problems through the development of creative and innovative solutions (Sveiby and Risling, 1987). Furthermore, PSFs provide intangible solutions to the problems of their customer by using the knowledge of their employees (Ditillo, 2004). This leads to not only a rigorous competition for clients but also for talented professionals (Maister, 2003). In this respect, PSFs are appealing as a focus of study because these firms are likely to provide insights into how knowledge workers should be managed in other types of industries. This is especially the case with the rapid increase of knowledgebased firms (Dawson, 2000). Therefore, such employees should be perceived as ‘‘gold Strategic human resource management 685 collar workers’’ because they effectively own the means of production (Starbuck, 1992) and highly mobile in nature (Kelly, 1990). Studies have demonstrated that specific HR practices, which include skills, knowledge and abilities can enhance human capital (Youndt and Snell, 2004), especially in the management of knowledge workers in the health service sector (Rodwell and Teo, 2004). This view is consistent with the human capital theoretical approach, which argues that the skills, knowledge and abilities possessed by HR provide economic value to an organization (Becker, 1993; Schultz, 1961). As firms focus on managing knowledge as a source of competitive advantage (Hall, 1993), the human capital approach provides opportunities for emphasising the intellectual aspects of a firms’ capital (Guthrie, 2001). Research studies within the literature on PSFs (e.g. Hitt et al., 2001; Teece, 2003) show that human capital has a positive impact on firm performance. Although knowledge intensive firms are of various sizes and categories, they tend to include the notion of PSFs (Alvesson, 2001, p. 864). PSFs endorse strong professional norms encouraging homogeneity across the firm or organization. Due to the idea of a common knowledge, these firms have a significant impact on developing the identities of professionals and reducing variations between organizations (Alvesson, 2001). Research suggests that a range of non-accounting controls can also be used to manage professional service workers (Abernathy and Brownell, 1997).

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