By Pasi Virtanen and Nina Helander
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A. (1989). Linking technology and structure to enhance group performance. Journal of Applied Psychology, Vol. 74, No. 2, 233-241. Delery, J. H. (1996). Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance predictors. Academy of Management Journal, Vol. 39, No. 4, 802-835. Drazin, R. H. (1985). Alternative forms of fit in contingency theory. Administrative Science Quarterly, Vol. 30, No. 4, 514-539. ; Lehner, D. & Frigerio, C.
H1-2b: The strategic alignment between human KM strategies and IT strategies for the strategic use of IT has a positive direct effect on business performance, as measured in profitability. 2 Strategic alignment between KM strategy and HRM strategy (H2) Classifying KM strategies into centralized and de-centralized, which are analogous to the perspectives of ‘people-to-document’ and ‘people-to-people’ approaches, respectively, a case study of 4 international consulting firms with different models and KM strategies was conducted by Grolik et al.
268-276, Oxford University Press, Oxford. F. & Bonache, J. (1999). An expert HR system for aligning organizational culture and strategy. Human Resource Planning, Vol. 22, No. 1, 51-60. A. A. (1989). Linking technology and structure to enhance group performance. Journal of Applied Psychology, Vol. 74, No. 2, 233-241. Delery, J. H. (1996). Modes of theorizing in strategic human resource management: tests of universalistic, contingency, and configurational performance predictors. Academy of Management Journal, Vol.