Analysing the effects of knowledge management processes on human resource management practices: a case study on an oil company in the Gulf region

Both knowledge management (KM) and human resource management (HRM) are considered vital components for gaining sustainable competitive advantage in knowledge economies. This study aims to reveal the effects of KM processes on HRM practices by analysing a case study based on data collected from one of the most important energy companies in the Gulf region. According to Forbs Magazine (Helman, 2015), it is considered as one of the leading companies in hydrocarbons exploration, production, refinement, distribution, shipment and marketing, as well as being one of the world's top exporter of crude oil and natural gas liquids (NGLs). The findings indicate that among KM processes, knowledge generation, codification and utilisation have direct impact on HRM practices. Contrastively, knowledge sharing appeared to have no significant effect on HRM practices.