HR practices and knowledge transfer: A knowledge-based approach toward organizational performance in the Moroccan automotive sector

This article aims to explore the strategic interactions between knowledge management and key human resource management practices in an organizational context of the automotive industry in Morocco marked by the complexity of production processes and digital transformation. Through a qualitative study conducted with companies in the sector, it analyses how specific human resources management practices, such as recruitment, training, skills development, compensation, and internal communication, support knowledge transfer and management within these companies. The results show that KM and HRM are not only complementary but interdependent, creating synergies essential to organizational performance. Knowledge transfer, often influenced by human, cultural and technological factors, is enhanced by well-defined HR practices, which promote not only the acquisition and sharing of knowledge, but also its enhancement and preservation. The study also highlights the challenges associated with knowledge management, notably the identification, updating and storage of information assets, which require a proactive and strategic approach on the part of HR departments. This research is based on an exploratory qualitative approach, combining semi-structured interviews with four companies operating in the automotive sector and a literature review, in order to capture the complexity of HR practices in the Moroccan automotive sector. In summary, this paper proposes a conceptual model integrating the challenges and synergies between KM and human resources management, and an analytical framework offering practical recommendations for organizations wishing to maximize their competitive advantage by aligning their human resources strategies with their knowledge management objectives. Keywords. Knowledge management, Knowledge transfer, Human resources management, HR practices, Organizational synergies.