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PurposeThis work aims to analyze the effect of employees' perceptions of high-performance work systems (HPWS) on intrapreneurial behavior (IPB), and the potential role of knowledge sharing as a mediating variable in this relationship.Design/methodology/approachHypothesis testing was performed using a structural equation model (SEM) based on a PLS-SEM approach applied to a sample of 297 knowledge-intensive employees from six industrial companies of the Valencian region (Spain).FindingsResults confirmed that the relationship between employees' perceptions of HPWS and IPB does not take place directly. Alternatively, this relationship occurs through knowledge sharing of employees.Originality/valueThis study makes theoretical and empirical contributions to better understand the impact of employee's perceptions of HPWS on IPB mediated by knowledge sharing. This work theorized and tested a model where the concept of IPB gains special relevance at academic and practical levels due to its implications for HRM.

The Q Tourist Quality Standard is proving to be highly successful not only in Spain but also in several other countries across the European Union. The Q Certificate lays the ground for companies to build competitive differences not because they have obtained a certificate but because the groundwork the certificate implies means that they are capable of defining a quality management and control system which can achieve cost and differentiation advantages. The purpose of this article is to analyse the case of the Majestic Hotel in order to illustrate that the process must be implemented correctly if it is to create these advantages. The main results of the study show that, after an initial successful period, the project had to be shelved. The main cause of failure was the lack of involvement and commitment on the part of management. This led to inflexibility among the members of the organisation when it came to accepting change, a lack of training in quality and to a perception that a quality system was simply more ''paperwork''.

Despite its growing popularity in the biomedical literature, the particular phenomenon of translational research management has not been addressed from an organizational and strategic perspective yet. Our study aims to fill this gap by identifying a set of managerial practices that could influence how knowledge is created, amplified and transferred from biomedical research both to clinical practice and the productive sector. As a result of the theoretical review, we have proposed a preliminary model to guide our empirical work. We have developed an exploratory case study to gather organisational information from an outstanding translational research center. The results obtained from the analysis have allowed us to build an induced model of managerial practices that both affect the creation, integration and transfer of knowledge in the translational research organization studied, as well as derives a set of research propositions. Finally, we present the main academic and managerial implications of the work, together with its limitations and related future research lines.