Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture

By Sung‐Choon Kang, S. Morris, Scott A. Snell. 2007

835 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/3ff02729a3333075a655992a7f499819b0bc8eb1

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Citations in the corpus

Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities (2013, background): “In particular, if there is a densely connected network, increased communication and interaction among a firm’s employees enable them to efficiently acquire and integrate ne-grained and in-depth knowledge and thereby enhance the firm’s incremental innovative capability (Kang et al., 2007).”
Learner Engagement: A New Perspective for Enhancing Our Understanding of Learner Motivation and Workplace Learning (2010, background): “Kang, Morris, and Snell ( 2007 ) provide a good starting point for identifying what types of knowledge sharing related outcomes are relevant for different learning activities.”
Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management (2009, background): “Kang et al. (2007) argue that the cooperative relational archetype supports efficient acquisition and integration of fine-grained and in-depth knowledge, thereby facilitating exploitation.”
Boundaryless careers, social capital, and knowledge management: Implications for organizational performance (2009, background): “ Kang et al. (2007) propose that the requirements of exploratory learning can be satisfied by an ‘‘entrepreneurial relational archetype.’’ This archetype is supported by career development that ‘‘helps [employees] experience various job opportunities, beyond the boundaries of a single expertise’’ (”
Organizational Cultural Intelligence: Dynamic Capability Perspective (2010, background): “Social interactions such as cross-cultural interactions provide a strong channel for obtaining cultural knowledge stocks, including a firm’s accumulated skills, expertise, and wisdom in the international market, and facilitating knowledge flows, including the sharing and exchange of knowledge across”
HRM practices for human and social capital development: effects on innovation capabilities (2016, positive): “In a similar way to human capital development, HRM systems or the so-called HPWSs can also be used to ensure effective knowledge sharing and institutionalization for building social capital (Gittell et al., 2010; Kang et al., 2007; Youndt & Snell, 2004).”
Strategic human resource management: The evolution of the field (2009, background): “Researchers also have theorized about how SHRM may play a role in the larger issue of knowledge creation, storage, and dissemination in organizations (e.g., Kang et al., 2007).”
Strategic HRM in North America: looking to the future (2008, positive): “Kang, Morris and Snell ( 2007 ) suggested that success in creating customer value requires that firms be successful in both exploitation and exploratory innovation based on employee knowledge.”