The role of HR actors in knowledge networks

Purpose - The paper aims to examine structural positions of individuals, especially HR actors (line managers and HR specialists) within relational networks for creating and sharing knowledge and to explore implications for designing and implementing HR practices in knowledge‐intensive firms (KIF). Design/methodology/approach - This article used exploratory research design conducting a single case study of a KIF. Social network analysis (SNA) – network centrality measures and visualization tools – was used to examine the structural position of individuals. Findings - Line managers who are HR actors are centrally positioned within examined knowledge networks, while the HR specialist is not, which implies that the decentralized approach to HRM in KIF can be effective. Results also show that the more operational (instrumental) the information or knowledge flow is, the denser the knowledge networks. Research limitations/implications - This study provides support for devolution of HRM to the line in KIF. It suggests that HRM could affect the process of knowledge creation and sharing by implementing HR practices through centrally positioned line managers. A limitation of the research is a single case study and observed intensity rather than quality of relations. Practical implications - SNA appears to be an effective tool for mapping relationships in an organization. Centrally positioned HR actors (especially line managers involved in HRM) in knowledge networks are advantageous for HRM effectiveness only if obstacles to their effectiveness are properly managed. HR specialists should relate strongly to these actors to enable successful design and implementation of HR practices. Originality/value - The paper applies SNA to the HRM field, thus expanding the traditional view of HRM into examining the position of HR actors in relational networks and exploring their role in effectively executing HR practices.