This paper proposes a conceptual model in which a human resource management (HRM) system of explicitly knowledge-based HRM practices impacts a firm's intellectual capital, producing higher innovation performance. We have empirically tested this idea in a survey dataset of 180 Spanish companies using structural equation modelling (SEM) based on partial least squares (PLS). The results show that intellectual capital positively mediates the relationship between knowledge-based HRM practices and innovation performance and illustrate the pivotal role of human capital in this relationship: knowledge-based HRM practices impact structural and relational capital partially through human capital, and human capital affects innovation performance by enhancing structural and relational capital.

Despite the increasing interest in emotions at work, there is still a need for more research that focus on the antecedents of emotions in organizational change contexts. Moreover, literature on the subject considers leadership and trust to be fundamental when dealing with change processes. Taking into account both ideas, it is proposed here that authentic leadership (AL) perception can influence followers’ trust and emotions during change. To test these hypotheses, we gathered and analyzed the experience of 102 Spanish human resource managers using structural equation modeling based on partial least squares. Findings show that AL is directly and positively related to followers’ trust in the leader and the experience of positive emotions. Furthermore, we found that trust mediates the relation between AL perception and the experience of negative emotions. Based on these findings, some practical implications are proposed, such as the implementation of training initiatives in order to provide human resource managers with a better understanding of the AL concept and facilitate different actions that could be carried out by them so as to contribute to trust building.

Purpose -The aim of this paper is to empirically test the degree of influence of different knowledge sharing mechanisms (ICT-based, personal interaction-based, and embedded in management processes) on innovation capability (both on ideation and on innovation project management), as well as the influence of each first-level innovation capacity on company performance.Design/methodology/approach -A questionnaire was designed and addressed to the CEOs of the companies making up the target population (Spanish and Colombian medium-high and high technology firms with more than 50 employees and R&D activities). Structural equation modelling (SEM) based on partial least squares (PLS) was then applied to test the hypotheses drawn from the research. Findings -The results obtained show that knowledge sharing is a key issue in order to enhance innovation capability. With the exception of ICT-based knowledge sharing mechanisms (whose influence on the generation of new ideas is not statistically significant), all types of mechanism considered exert a significant impact both on ideation and on innovation project management (although their degree of relevance varies), and account for a great deal of variance in both constructs. Differences between countries arise when it comes to the influence of each first-level innovation capacity on company performance.Research limitations/implications -Traditional limitations of cross-sectional studies apply.Originality/value -The main contribution of this paper is to provide empirical evidence about the impact of knowledge sharing on innovation. Moreover, it reveals what the most effective knowledge sharing mechanisms are for this purpose and provide companies with a basic framework in order to shape their knowledge management strategies in this domain.

Purpose The purpose of this paper is to provide guidance to SMEs to sense and seize digitally enabled growth opportunities as well as start a project-based learning process to transform the organization in order to remain competitive in turbulent environments. Design/methodology/approach The proposed framework is nurtured from a dynamic capabilities approach as well as from digital transformation studies and mitigates shortcomings of existing frameworks on IT-enabled business transformation. A pilot study has also been carried out for testing the proposed framework. Findings The results of the pilot study show that the framework is well understood by SME owners or managers and contributes to a comprehensive perception of digitalization challenges and potentials. The overall maturity level of the 52 companies analyzed is moderate. Firms are better at “sensing” than “seizing”, that is, at identifying digitally based growth opportunities than in profiting from them. The test of the proposed framework also contributes to its further adjustment and refinement. Practical implications The developed framework is useful for owners and managers of SMEs as a self-assessment of digital maturity. It sets a baseline regarding the current position and supports coordinated initiatives for digitally enabled growth. Originality/value Few frameworks regarding digital maturity have been developed. Most of them lack a sound theoretical foundation and are less suited to the needs of SMEs. There are few studies on digitalization in SMEs and they are not focussed on capabilities development but mostly on processes (Trung Pham 2010; Blatz et al., 2018; Mittal et al., 2018). Therefore, the originality of this paper is to propose a framework that allows SMEs to assess their digital maturity level and the capabilities associated with each level to enhance digitally enabled growth, contributing to expand the research on the relationship between dynamic capabilities and digitalization (Teece, 2017).

In today’s economy, innovation is considered to be one of the main driving forces behind business competitiveness, if not the most relevant one. Traditionally, the study of innovation has been addressed from different perspectives. Recently, literature on knowledge management and intellectual capital has provided new insights. Considering this, the aim of this paper is to analyze the impact of different organizational conditions – i.e. “structural capital” – on innovation capability and innovation performance, from an “intellectual capital” (IC) perspective. As regards innovation capability, two dimensions are considered: new idea generation and innovation project management. The population subject to study is made up of technology-based Colombian firms. In order to gather information about the relevant variables involved in the research, a questionnaire was designed and addressed to the CEOs of the companies making up the target population. The sample analyzed is made up of 69 companies and is large enough to carry out a statistical study based on structural equation modelling (partial least squares approach) using PLS-Graph software (Chin and Frye, 2003). The results obtained show that structural capital explains to a great extent both the effectiveness of the new idea generation process and of innovation project management. However, the influence of each specific organizational component making up structural capital (organizational design, organizational culture, hiring and professional development policies, innovation strategy, technological capital, and external structure) varies. Moreover, successful innovation project management is the only innovation capability dimension that exerts a significant impact on company performance.