Sharing Is Caring: The Impact of Person-Organisation Fit on Knowledge Sharing in High-Technology Firms, and the Moderating Role of Internal and External Recruitment

Literature Review from the year 2021 in the subject Leadership and Human Resource Management - Miscellaneous, grade: 2,0, Maastricht University, language: English, abstract: This literature review investigates the impact of person-organization fit on knowledge sharing in high-technology firms and whether the relationship is moderated by internal and external recruitment. High-technology firms are depending on the skills and know-how of their human resources to outperform their competitors in dynamic industries. However, knowledge workers in high-technology firms regard their knowledge as their main capital, providing them with power and security. This discourages knowledge sharing at the expense of firm performance. Fostering person-organization fit through HR practices that meet the employees' needs and interests increases employee commitment and motivates them to engage in activities that contribute to achieving the firm's strategic goals, such as exchanging and creating knowledge. By hiring candidates that fit with the company, high-technology firms can ensure P-O fit and thus facilitate knowledge sharing. To promote a good fit with the company, high-technology firms should fill positions through internal mobility rather than external hiring. Internal recruitment provides more valuable information about the candidates who already have prior experience in the company. It also creates a commitment-based environment of trust and cooperation, allowing employees to be open and share knowledge with each other. Moreover, high-technology firms must develop a mindset shared by employees and the organization, which entails the employees' understanding of how they can contribute to the achievement of the organizational objectives. HR practices can create a common mindset that values and embraces the exchange and creation of knowledge. To increase the motivation for sharing knowledge, high-technology firms can introduce a team-based incentive system that rewards the sharing of useful information. Overall, high-technology firms can facilitate knowledge sharing by implementing HR practices that promote the fit between person and organisation, including internal selection practices, to gain a long-term competitive advantage from their employees' knowledge.