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Therefore, organisations need to understand the value of knowledge; especially the knowledge that resides in the human brain (tacit knowledge) as an intangible asset along with other traditional tangible assets.
The capability of an organisation is linked to the knowledge of its employees.
To address this research gap in the literature, this thesis examines: first, the causative relationships between specific HRM practices and employees' knowledge sharing and second, the outcomes of knowledge sharing in terms of individual capability in workplaces.
Based on previous research, a conceptual model is developed for the study and hypotheses are formulated.
Non-UNL users: Please talk to your librarian about requesting this dissertation through interlibrary loan.