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PurposeLiterature addressing psychosocial factors’ relation with knowledge sharing in healthcare organizations is still scarce, being of extreme shortage in specific environments, such as healthcare research centers. This paper investigates the impact of psychosocial factors as antecedents of knowledge sharing between healthcare research peers in such environments.Design/methodology/approachBy expanding on the theory of reasoned action (TRA), the authors follow a mixed-methods design to study the relation between perceptions of psychosocial factors and knowledge sharing in healthcare researchers. A quantitative approach uses a structural equation modeling (SEM) to test the links in an original model. A fuzzy-set qualitative comparative analysis (fsQCA) identifies alternative configurations that lead knowledge sharing intention and its absence as well as the knowledge sharing behavior and its absence considering additional sample characteristics.FindingsFindings show evidence of the proposed psychosocial antecedents' effect on knowledge sharing. Additional configurations of causal conditions that lead to the presence or absence of the intention and knowledge sharing behavior are discussed, with emphasis on both psychosocial antecedent configuration and sample characteristics.Originality/valueThis study identifies the influence of both psychosocial and team characteristic aspects leading to knowledge sharing behavior between healthcare researchers. The importance of a rich social network lying on trust is vital for a sharing environment inside research environments. Given the complex nature of behavioral intentionality, additional findings allow an articulation between individual characteristics, substantiating the proposition of complex configurations between antecedents that hints for team configuration strategies and managerial practices in healthcare research teams.

This study examines the sequential effects of perceived ethical leaders and the strength of social networks among healthcare professionals on the perceived workplace happiness of healthcare professionals and its impacts on the quality of provided care. We conduct a partial least squares (PLS) analysis to estimate the relationship between the variables. Data comes from a survey conducted to 321 healthcare professionals with primary/direct contact with patients working at Portuguese hospitals. We use previously validated scales in the literature for measuring the variables; ethical leadership, social network in the context of the workplace; satisfaction, engagement, and commitment as proxies of workplace happiness, and, quality of care provided to patients (the outcome of the research model). Results show that ethical leadership positively influences social networks, workplace happiness, and quality of provided care. Social networks also have a positive relationship with workplace happiness and quality of provided care. Additionally, the workplace happiness of healthcare professionals positively influences the quality of provided care to patients. Our work addresses a diverse research gap regarding hospitals' ethical and social environment and hospital performance. Specifically, the empirical operationalisation of ethical leadership fights a literature gap in healthcare management. Moreover, we report evidence on the influence of antecedents, but also the performance consequences, of workplace happiness in healthcare environments. Our findings contribute to the literature while providing managerial implications for healthcare settings.

Aim/purpose – In this paper, we explore the contribution of Human Resource Manage- ment Systems (HRMS) to innovation in SMEs. We consider two HRMS with different orientations: Commitment HRMS (focusing on long-term career development to in- crease employees’ creativity) and Collaboration HRMS (focusing on the use of external human capital to achieve innovation). We believe that SMEs’ radical and incremental innovation follow different paths from a configurational perspective. We want to under- stand how the two HRMS influence radical and incremental innovation, consequently, we explore the contributions of Commitment HRMS and Collaboration HRMS. Design/methodology/approach – We apply a set-theoretic method, an analytic quanti- tative and qualitative technique to approach data – fuzzy-set Qualitative Comparative Analysis (fsQCA) – to test our models. We use a sample of 377 Portuguese SMEs from across industries. Findings – Results show there are two pathways that lead SMEs to high levels of incre- mental innovation and three alternative paths that originate high levels of radical innova- tion. By contrast, there are ways that lead to lower levels of incremental (two options) and radical innovation (three options). Research implications/limitations – We provide propositions for theory development on the contribution of HRMS to innovation. Managerial contributions regard the several options provided to SME managers in search of innovation. Limitations regard the lack of generalization power of results due to the cross-sectional nature of the work. However, the research design is replicable without restrictions. Originality/value/contribution – We suggest that SMEs’ radical and incremental inno- vation follow different paths from a configurational perspective. With this study, we contribute to showing the diversity of ways to reach higher innovation levels at SMEs, so that managers know the alternatives they have at their disposal. Additionally, we reveal the ways that lead to lower innovation levels at SMEs, so we alert managers to the undesired pathways they should be cautious about. Keywords: Human Resources Management Systems, incremental innovation, radical innovation, SME, fsQCA. JEL Classification: M12, O15, O31.

PurposeThe purpose of this work is to investigate the relationship between human resources management practices (HRMP) and altruistic helping behaviors (HB) with knowledge sharing behavior (KSB) following a theoretical rationale supported by the Theory of Planned Behavior and the Social Exchange Theory.Design/methodology/approachThe study explores linear and non-linear relationships between the variables to further understand knowledge sharing in the context of prosocial behaviors. The study sample gathers data from 130 employees coming from service sector companies operating in Portugal. The authors analyze the linear relationship following a structural equation model (SEM) approach using a partial least squares (PLS) analysis. Then, the authors conduct a fuzzy-set qualitative comparative analysis (fsQCA) to analyze non-linear relationships and provide insight over circumstances where the presence and absence of knowledge sharing behavior is achieved.FindingsQuantitative findings show that HRMP positively impacts KSB outcomes. Similarly, HB also positively impacts KSB. Qualitative findings show a single configuration leading to the presence of KSB, corroborating the quantitative results. On the other hand, findings offer multiple alternative configurations leading to the absence of KSB.Originality/valueFew studies explore the complex combination between HRMP and individual HB impacting knowledge sharing, with lesser studies discussing circumstances leading to the absence of KSB. We explore a) the linear influence of HB and HRMP and, b) their asymmetric combined influence along with employee demographics to better understand KSB complexity – ensuring a conceptual and managerial contribution driving future work and practices.