The question of appropriation of knowledge has received scant attention in the management literature. We address this issue within the context of human resource management (HRM) and advance the case for moving beyond current concerns with whether HRM adds value to a more incisive analysis of the processes in which knowledge is utilized and appropriated through the management of people. We frame these processes in terms of an ‘appropriation regime' and explore the constitutive elements of appropriation and the problematic nature of appropriation within the context of the employment relationship. With reference to three case-studies, we then analyse the trends that have been taking place in the appropriation regime in Hong Kong in an environment characterized by economic turbulence and uncertainty. Our findings indicate the extent to which firms have tightened the appropriation regime as a response to external competitive pressures and internal efficiency pressures.
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