Proceedings of the 12th European Conference on Knowledge ...

The Relationship between <strong>the</strong> <strong>European</strong> Social Fund and
Knowledge Management in Romanian Organizations
Adriana Schiopoiu Burlea
Management Marketing Department, University <strong>of</strong> Craiova, Romania
adriana_burlea@yahoo.com
Abstract: The aim <strong>of</strong> this paper is to discuss <strong>the</strong> relationship between <strong>the</strong> <strong>European</strong> Social Fund (ESF) and
Knowledge Management (KM) in <strong>the</strong> Romanian organizations based on public information and <strong>the</strong> data collected
from <strong>the</strong> rumours market. The main objectives <strong>of</strong> our research address, on <strong>the</strong> one hand, <strong>the</strong> extent to which <strong>the</strong>
lack <strong>of</strong> national human resources strategy influences KM strategies, and, on <strong>the</strong> o<strong>the</strong>r hand, <strong>the</strong> relationship
between <strong>the</strong> intrinsic motivation <strong>of</strong> <strong>the</strong> trainer and potential results <strong>of</strong> <strong>the</strong> KM process. The quantitative and
qualitative research is scientifically well grounded, being used for demonstrate <strong>the</strong> interdependence <strong>of</strong> <strong>the</strong> lack <strong>of</strong>
transparency in public information relating ESF and <strong>the</strong> barrier for knowledge transfer to Romanian organizations.
Our concept cards for each code allowed us to draw constant comparisons between information obtained via
informal verbal exchanges, i.e. <strong>the</strong> rumours market, and information available from SOP HRM agencies. In order
to establish <strong>the</strong> ESF role in promoting knowledge management in organizations at different levels, it is necessary
to carefully answer <strong>the</strong> question <strong>of</strong> what knowledge represents for <strong>the</strong> Romanian organizations and what
happens when <strong>the</strong> ethical principles are non-observed by Romanian SOP HRM agencies. Results have shown
that <strong>the</strong> KM process is hindered both by national and regional HRM SOP Agencies and by <strong>the</strong> lack <strong>of</strong> a strategy
in <strong>the</strong> human resources field. Limitations <strong>of</strong> this study refer to lack <strong>of</strong> information as to partnerships, objectives <strong>of</strong>
<strong>the</strong> projects, and results <strong>of</strong> <strong>the</strong> Sectoral Operational Programme for Human Resources Development 2007-2013
(SOP HRM). The focus <strong>of</strong> <strong>the</strong> research is on <strong>the</strong> importance <strong>of</strong> knowledge management in every phase <strong>of</strong> <strong>the</strong>
access and implementation <strong>of</strong> <strong>the</strong> ESF in Romanian Organizations. The value <strong>of</strong> <strong>the</strong> paper is tw<strong>of</strong>old. First, it
consists in <strong>the</strong> presentation and discussion <strong>of</strong> <strong>the</strong> different barriers in managing knowledge transfer processes
related to lack <strong>of</strong> information, tangible results, best practices, and a negative attitude on <strong>the</strong> part <strong>of</strong> <strong>the</strong> national
and regional SOP HRM agencies. Therefore, <strong>the</strong> informational barriers that were identified are related to
creation, sharing, access, usage, and transfer <strong>of</strong> knowledge in <strong>the</strong> organizations. Secondly, we introduce <strong>the</strong>
concept <strong>of</strong> dissipation <strong>of</strong> responsibilities and waste <strong>of</strong> knowledge in order to identify informational and nonpr<strong>of</strong>essional
barriers that may prevent KM development in Romania, as a developing country.
Keywords: <strong>European</strong> Social Fund, Knowledge Management, Romanian organizations, Transparency
1. Introduction
The literature concerning national policies for human resource strategies in developing countries is
very rich and many comparative studies have been conducted (Burlea Schiopoiu et al., 2009; Cho
and McLean, 2004; Cox et al., 2006; Cunningham et al., 2006; Hasler et al., 2006; Mores, 2005;
United Nations, 2006; Wang and Swanson, 2008; Wang et al., 2008).
The relationship between intrinsic motivation and <strong>the</strong> quality <strong>of</strong> KM was considered by some authors
as a direct and positive relationship (Cohen and Levinthal, 1990; Szulanski, 1996, 2003), but in our
model it appears to be a barrier, even though, seemingly, it does not adversely affect <strong>the</strong> KM process
– in practice, it definitely affects this process in a negative manner, resulting in loss <strong>of</strong> valuable
knowledge.
Paradoxically, a national HR strategy cannot be broken down by o<strong>the</strong>r regional, local and
organizational strategies, because <strong>the</strong> national strategy applies nationwide.
In <strong>the</strong> case <strong>of</strong> Romania, a Member State, <strong>the</strong> <strong>European</strong> Social Fund (ESF) role in implementing and
developing Knowledge Management in organizations can be considered <strong>of</strong> paramount importance.
Admittedly, <strong>the</strong> paper aims to demonstrate and critically present <strong>the</strong> relationship between <strong>the</strong>
<strong>European</strong> Social Fund (ESF) and Knowledge Management (KM) in Romanian organizations, based
on public information and on <strong>the</strong> data collected from <strong>the</strong> rumours market.
The rumours market is influenced by <strong>the</strong> number <strong>of</strong> actors. Therefore, <strong>the</strong> rumours market is a place
where <strong>the</strong> researchers (<strong>the</strong> buyers) meet <strong>the</strong> social actors (sellers) in order to purchase some topic <strong>of</strong>
research that is not yet on <strong>the</strong> scientific market, but which can impact on <strong>the</strong> findings <strong>of</strong> fur<strong>the</strong>r
research. For example, in our research we used <strong>the</strong> rumours market to provide an original context,
<strong>the</strong> purpose being to investigate how <strong>the</strong> KM process may be implemented and developed at <strong>the</strong>
national, regional, local and organizational levels.
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