From Knowledge Management to Career Management and Related Concepts: Conceptual Model


  • Rafael Ferreira ISCAP – Polytechnic of Porto


Human Resources Management, Conceptual model, Career Management


Knowledge is a crucial factor for organizations’ competitiveness in today's labour market and, through knowledge management, Human Resources Management (HRM) can be more useful and effective. For several reasons, Career Management is one of the HRM categories less structured and cared for by organizations. However, having information for the proper management of employees' careers is relevant and considered of high importance, given the impact it has on the development and retention of employees. The employees’ development includes increased knowledge, skills and abilities by each individual, which boosts the progression of his career. Managing knowledge from a perspective that accommodates career management seems to be structural for both organizations and their employees. Based on this premise, this article reviews the literature articulating five concepts: two from the knowledge theoretical field, such as Knowledge Management and Organizational Memory, and three from the HRM field, facing the topics of Talent Management, Career Management and People Analytics. The five concepts are explored, as are the relationships between them. The aim of this article translates into the interrelational description of the five concepts, to understand their common aspects and, thus, expand the approaches to Career Management. The concepts were linked in pairs, due to the absence of literature that addresses the five concepts simultaneously. The theoretical analysis allowed the construction of a conceptual model, which enables understanding of the conceptual convergences and divergences in the organizational and personal ecosystem, supported by local and global knowledge. The model presented will be useful to guide organizations in creating broad Knowledge Management systems, focusing on the people, thus enhancing their management and development. At the same time, it will also be useful for all employees since the model presented aims to contribute to the capitalization of their potential and personal achievement capacity within the organization. Future research may empirically validate the pertinence and applicability of this conceptual model.