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Purpose The purpose of this paper is to probe and explore the mediation role of knowledge management (KM), in the relationship between human resource (HR) practices and organizational innovation capability. Design/methodology/approach The investigation is carried out by using a stratified-multi-stage sampling technique of 120-sample size. The data is amassed by both male and female employees working in the service sectors. A structural equation modelling is applied, and three methods are implemented for mediation analysis. Findings The findings suggest that the mediation role of KM is statistically significant, among the association of HR practices and organizational innovation capability. The fact that the mediation role of KM is established both for male and female employees is also noteworthy. Practical implications It can be possible to enhance the organizational innovation capability, if the HR practices are instigated by the HR managers effectively. Through HR practices the knowledge can be administrated and shared effectively that will aid in attaining organizational innovation, as well as competitive advantages. Originality/value The developing countries have opted for solutions such as empowering employees in decision-making to maximize innovation. Promoting KM and intellectual capabilities are now among the core parts of the HR policies for developing countries. Therefore, this paper will help in bringing awareness amid developing countries, Pakistan, in particular, to include KM and intellectual capabilities for increasing organizational capabilities.

Purpose The purpose of this study is to examine the influences of informal organisational and family support on work-family conflict (WFC) and its subsequent impact on turnover intentions among female employees. Design/methodology/approach To evaluate the WFC among female individuals, data were collected through a questionnaire distributed among female employees in the service sector in Lahore, Pakistan, by using convenience-sampling technique. The collected data were analysed through a well-known statistical technique, SEM, using AMOS software. Findings The findings suggest that supports (informal organizational and family) have no impact to resolving the issues of WFC arising because of female members of the family working. Also, it was found that WFC is positively linked to employee turnover intentions. Practical implications By addressing WFC issues, this research has key implication for WFC practically. This study has essential implications for organization, so it can reduce the WFC by creating a supportive environment to create balance amongst work and family life. Specifically, managers need to be aware of the impact that social support and WFC have on turnover intention. Originality/value This study provides the model of WFC that helps in future research. The research also improves past studies’ methodology by testing the direct and mediation impacts between the constructs specifically in female employees. This study is a valuable addition to the existing body of literature.

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Purpose – The purpose of this paper is to investigate the effect of specific human resource management (HRM) practices on knowledge sharing behaviour among employees of knowledge intensive firms (KIFs). Design/methodology/approach – Based on previous literature, a model is proposed for the study and hypotheses are formulated. The cross-sectional data set comes from a sample of 390 employees of 19 KIFs. Confirmatory factor analyses were employed to evaluate the reliability and validity of the measurement model and the research model was tested using structural equation modelling. Findings – The results suggest that collaborative HRM practices have a direct positive effect on employees’ knowledge sharing behaviour. Surprisingly, the authors find that employees’ knowledge sharing behaviour is independent of reward systems and employees’ recognition. The authors suggest that organisational learning environments based on collaborative HRM practices can help employees’ knowledge sharing behaviour and improve the capability of both individual and organisational capability. Research limitations/implications – Knowledge-sharing behaviour is examined using specific HRM practices. Findings should be confirmed using a larger sample, as well as through longitudinal study. Practical implications – This study will be beneficial for researchers, practitioners, scholars, organisational leaders and employees. It will also be helpful for those interested in organisational structure and relationships across organisations in knowledge context. Originality/value – This study makes a valuable contribution, given that there is a lack of empirical studies of this nature focusing on the South-East Asian region. The findings are more interesting given that the current study is based on employees’ perceptions.