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

Adriana Schiopoiu Burlea
catalyst for diminishing <strong>the</strong> effects <strong>of</strong> <strong>the</strong> financial crisis, leading to <strong>the</strong> development <strong>of</strong> human
resources competencies.
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 <strong>the</strong> 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.
In this context, we must provide practical directions and recommendations to implement <strong>the</strong> KM
mechanism in Romanian organizations. An analysis <strong>of</strong> <strong>the</strong> management process revealed <strong>the</strong>
different stakeholders’ realistic perspective <strong>of</strong> KM in Romanian organizations.
The paper is homogeneously and rigorously structured. In <strong>the</strong> first section, we discuss <strong>the</strong> role <strong>of</strong>
knowledge management as <strong>the</strong> core <strong>of</strong> human resources strategy. In <strong>the</strong> second section, we present
<strong>the</strong> case study using <strong>the</strong> grounded <strong>the</strong>ory and rumours market (Corbin and Strauss, 1990). Finally, we
advance some suggestions for improving <strong>the</strong> KM process in Romanian organizations taking into
consideration <strong>the</strong> financial and informational contribution <strong>of</strong> <strong>the</strong> ESF.
2. Is Knowledge Management <strong>the</strong> core <strong>of</strong> human resources strategy?
Nonaka (1991) considers that knowledge management is <strong>the</strong> core <strong>of</strong> human resources strategy.
Admittedly, <strong>the</strong> complex structure <strong>of</strong> <strong>the</strong> human resources strategy consists <strong>of</strong> two knowledge
management strategies that support each o<strong>the</strong>r in <strong>the</strong> process <strong>of</strong> transformational knowledge
(Hansen et al., 1999). These two knowledge management strategies have <strong>the</strong> role to enhance <strong>the</strong>
competitive advantage <strong>of</strong> <strong>the</strong> organization and are based on personalization and codification (Ajmal et
al., 2010).
We must pay attention to systematic <strong>the</strong>oretical arguments so as to achieve a definitive approach.
To implement and, fur<strong>the</strong>rmore, to develop a HR national strategy, it is necessary to develop and
implement Knowledge Management strategies at <strong>the</strong> national level with ESF support (see Figure 2).
Figure 2: The conceptual model <strong>of</strong> <strong>the</strong> relationship between Human Resources Strategies and
Knowledge Management Strategies
The regional, local and organizational strategies are customized and have <strong>the</strong> mission to support <strong>the</strong>
achievement <strong>of</strong> <strong>the</strong> national human resources strategy.
The KM in Romanian organizations, even if it is taken into consideration, cannot lead to a real
competitive advantage without development and improvement.
The literature <strong>of</strong> <strong>the</strong> KM process at <strong>the</strong> national and regional level did not connect knowledge with
strategies; thus, knowledge was not understood as enhancing progress.
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