2015
DOI: 10.1057/kmrp.2013.36
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An empirical study on the relationships between knowledge management, knowledge-oriented human resource practices and innovation

Abstract: The main purpose of this paper is to empirically analyse relationships between human resource (HR) and knowledge management (KM) practices and their effect on the firm's innovation performance. From the knowledge-based view of the firm, hypotheses based on the specific interactions between an integrated set of KM and knowledge-oriented HR practices were established and statistically tested in a sample of 111 Spanish companies from technological industries. Survey methodology was used with the aim to gather dat… Show more

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Cited by 74 publications
(79 citation statements)
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“…Promotion of knowledge sharing has likewise been discussed in earlier studies (e.g., Cabrera and Cabrera, 2005;Donate and Guadamillas, 2015). It is frequently noted that employees are highly important for an organization as they possess information and knowledge that is needed and valuable in process improvement and innovation creation (e.g., Alegre et al, 2013;Camelo-Ordaz et al, 2011).…”
Section: Hrm Practices -Connection To Knowledge Protection and Sharingmentioning
confidence: 82%
“…Promotion of knowledge sharing has likewise been discussed in earlier studies (e.g., Cabrera and Cabrera, 2005;Donate and Guadamillas, 2015). It is frequently noted that employees are highly important for an organization as they possess information and knowledge that is needed and valuable in process improvement and innovation creation (e.g., Alegre et al, 2013;Camelo-Ordaz et al, 2011).…”
Section: Hrm Practices -Connection To Knowledge Protection and Sharingmentioning
confidence: 82%
“…Google Cafés, which are designed to encourage interactions between employees within and across teams, and to spark conversation about work as well as play [9], are a good example. In line with this argument, previous research suggests that organizational innovation performance depends on an organizational culture or work practices that can foster innovation [10][11][12][13][14].…”
Section: Introductionmentioning
confidence: 83%
“…Naturally, it is important for companies to establish a climate of social exchange as it aids new knowledge creation to achieve innovation performance [42][43][44]. In this regard, researchers recently have noted the role of social climates or relationships that facilitate the development of employee capabilities to combine and exchange information to create new knowledge [13,40,[45][46][47].…”
Section: Knowledge Management Human Capital Social Capital and Innomentioning
confidence: 99%
“…(Li, Qin, Jiang, Zhang, & Gao, 2015) The rapid development of innovation should focus on social benefits, job creation and human resource management. (Donate & Guadamillas, 2015) The human resource also is beneficial to strengthening the advantage of regional innovation. (Chang, Tsai, & Henderson, 2012) Human resource affection measures to examine the STP location decision.…”
Section: The Main Dimensions That Affect the Stpsmentioning
confidence: 99%