7. Conclusion
The findings represent elaborate objectives regarding the education of employees and training in organizational strategies. These documents gave reason to believe that participating organizations considered knowledge of great value. Repetitive use of the term “knowledge” indicated an emphasis on developing the knowledge worker. Registration of knowledge, as in PKR, was however only described in one strategy out of six. Despite apparent lack of PKR use, expressed views and experiences of interviewed professionals and their positive perceptions towards PKR indicated that education and training, and the registration thereof, was considered urgent and economically significant for value creation in organizations.
This study has a few key contributions to theory and practise. First, the findings suggest that inadequate PKR use caused training managers to seek external knowledge for in-house training programmes as they lacked an overview of knowledge and experience within the organization. Secondly, lack of managerial support and user-guidelines for employees negatively influenced the use of PKR. Consequently, a lack of added value of using the system and unfinished software development added to the experience of poor user-friendliness. Another outcome of the study, and the most influential requirement for successful PKR according to interviewees, was employees’ limited access to PKR. All participating organizations had tried one form or another for PKR, most often HRMS but with limited success. The findings show that access of PKR was usually restricted the personal profile of the employee despite there being technological and social solutions for further access. Use of PKR was limited and in coherence with its constrained access. These barriers give good reasons for further study in other organizations with the purpose of examining whether and for what reason the conceptual model may have been applied more successfully.
