Examining the Influence of Human Resource Practices on Knowledge Management Practices: A Case Study of Sarang Oci Restaurant in Jakarta

Abstract

Purpose— This study examines the effect of Human Resource Practices on Knowledge Management Practices at Sarang Oci Restaurant, a Manadonese culinary business in Jakarta. Building on previous research that established the importance of human resource management in enhancing knowledge processes, this study aims to explore how strategic HR practices influence knowledge creation, storage, sharing, and application in a highly competitive and digitally evolving culinary sector.
Design/methods/approach – An explanatory research design was employed, and data were collected through a structured questionnaire distributed to employees. From a population of 190 individuals, 133 valid responses were obtained. Data analysis included a series of tests such as validity, reliability, normality, heteroscedasticity (Glejser test), simple linear regression, and the coefficient of determination to examine the relationship between Human Resource Practices and Knowledge Management Practices.
Findings– The results reveal that Human Resource Practices have a positive and significant influence on Knowledge Management Practices at Sarang Oci. The findings confirm that the adoption of strategic HR approaches supports the development of a knowledge-sharing culture and enhances knowledge utilization within the organization.
Research implications/limitations— The study is limited by its focus on a single organizational context, which may restrict the generalizability of the findings to other sectors or regions. Additionally, the cross-sectional design limits the ability to establish causal relationships over time.
Originality/value– This research contributes to the limited body of empirical studies examining the HRM–knowledge management link in the culinary sector. It provides practical insights for organizations aiming to strengthen their knowledge management practices through strategic human resource initiatives and suggests future research should investigate mediating factors such as leadership styles and organizational culture.