Human Resource Managers’ Lived Experiences of Integrating Knowledge Management and Human Capital Management

AbstractOrganizational leaders in the United States are encountering significant human capital challenges with the major demographic shift in the U.S. workforce. Critical to addressing these challenges and workplace success is the hiring, retention, and management of knowledge workers, which necessitates the integration of these practices into existing human intellectual capital management (HICM) strategies. This research addressed the need for an understanding of human resource managers’ experiences of the integration of these practices and strategies. The purpose of this qualitative, hermeneutic, phenomenological study was to explore the lived experiences of a purposive sample of 16 human resource managers specific to their integration of knowledge management (KM) processes with HICM strategies in professional service firms in the eastern region of the United States, which was also the focus of the research questions. The concepts of KM processes and HICM strategies supported the inquiry. Data were collected with semistructured interviews. Thematic analysis revealed seven themes: nature of knowledge, new knowledge, external influences on knowledge process integration, internal influences on knowledge process integration, knowledge process integration improvements, knowledge process integration hindrances, and knowledge process outcomes. The findings could positively impact social change by extending human resource professionals’ knowledge about how these issues affect the successful integration of KM processes and HICM strategies, creating shared value, and connecting successful businesses practices and the health of a community