Closing the Gap Between Rhetoric and Reality in Human Resource Management Strategy : The Case of a Japanese Manufacturer

This study describes how a Japanese manufacturer was able to close the gap between the rhetoric and reality of its Human Resource Management (HRM) strategy. By drawing from the studies in tacit explicit knowledge in Knowledge Management and "actuality reality" in Information Systems, I trace the processes used by Company A to deal with the tacit and explicit dimensions of the individual's job so that HRM strategy could be re-interpreted and implemented and as a result "actualized." The study also raises some issues to be considered in HRM, namely ; (1) that management needs to target job roles in order to interact with both the tacit and explicit dimensions of the employee and (2) that the process of "accommodation" presents a useful way of managing diversity amongst employees and creating synergy for the company.

経営論集 = Management journal

AA11522987

13462059

8

103

116

2004-09-25

英語

紀要論文

紀要論文

publisher