HRM practices and innovation performance with the mediating effect of knowledge sharing: empirical evidence from Emirati ICT companies

Kaabi, Amna Ahmed Al; Elanain, Hossam Abu; Ajmal, Mian M.

doi:10.1504/ijil.2018.092922

Cited by 16 publications

(17 citation statements)

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“…Various studies conducted on HRM practices and organizational performance have established a positive link [35,[61][62][63]. On the innovation front, scholars [64][65][66][67] have found a strong interplay between HRM practices and innovation. However, some authors [15][16][17] believe that HRM practices are indirectly related to the innovation performance of organizations.…”

Section: Human Resource Management Practices and Firm Innovative Perfmentioning

confidence: 99%

MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach

Tang

et al. 2019

Sustainability

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Although there is a general recognition that human resource management (HRM) practices are a key factor in a firm’s innovation performance, from the extant literature we see that empirical investigation does not always offer evidence to support this assertion. This paper proposes that knowledge transfer positively moderates the link between HRM practices and firm innovative performance in foreign multinational enterprises (MNEs) subsidiaries operating in China. Specifically, a tacit knowledge approach affects knowledge transfer in HRM practice as well as firm innovative performance. With hierarchical linear modeling, our results demonstrate that: (1) HRM practices can have a positive effect on firm innovative performance; (2) knowledge transfer can positively moderate the effects of HRM practices and firm innovative performance; and (3) the positive effects of knowledge received on HRM practices and firm innovative performance will be strengthened with a tacit knowledge approach. This paper shows that through the adaptation and application of a tacit knowledge approach, executives can create an atmosphere for interaction between the workforce and senior colleagues, forming an inter-intra network chain to share intangible knowledge that is mostly derived from the culture and experience.

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Section: Human Resource Management Practices and Firm Innovative Perfmentioning

confidence: 99%

MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach

Tang

et al. 2019

Sustainability

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“…Based on the problems that have been mentioned, it's known that when employees or organizations can't do some innovation it will harm their company performance. Some researchers also said that employee's innovative work behavior is important for the company and organization to have a dynamic business (Ganguly et al, 2019;Hartley & Rashman, 2018;Kaabi et al, 2018;Khalili, 2016;Sherine et al, 2019). The company should provide human resources that are excelling and can work under pressure to get continuous success.…”

Section: Introductionmentioning

confidence: 99%

Authentic Leadership and Innovation: What is the Role of Psychological Capital?

Novitasari

Kumoro

Yuwono

et al. 2020

IJSMS

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This research aims to measure the effect of authentic leadership style and psychological capital on the innovative work behavior of a manufacturing company in Indonesia. Psychological capital also plays a role as a mediation between the relationship between authentic leadership and innovative work behavior. Data collection was carried out by simple random sampling to the 303 population. The returned and valid questionnaire results were 231 samples. Data processing was using the SEM method with SmartPLS 3.0 software. The results of this research are authentic leadership style and psychological capital have a positive and significant effect on innovative work behavior. Psychological capital as a mediator for the relationship between authentic leadership style and innovative work behavior. This novel research is proposing a model to enhance innovative work behavior among employees of a manufacturing company in Indonesia through authentic leadership practice and psychological capital. This research can pave the way to improve employee readiness in facing global business competition.

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“…Knowledge acquisition is a process of searching and evaluating all kinds of knowledge that are related to production technology and the acquirement of new knowledge [42]. New knowledge generated by knowledge acquisition becomes the raw material of knowledge integration [43]. The quality of acquired knowledge affects the efficiency of knowledge integration.…”

Section: The Basic Process and Interaction Of Knowledge Managementmentioning

confidence: 99%

Lean Tools, Knowledge Management, and Lean Sustainability: The Moderating Effects of Study Conventions

Niu

Liu

2020

Sustainability

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It is essential for enterprises to develop lean sustainability. In this way, both the learning and understanding of the knowledge of lean tools becomes necessary. In fact, knowledge management plays a key role in the application of lean tools. In this paper, an in-depth exploration is carried out, investigating the mechanism of knowledge management which mediates between lean tools and the lean sustainability of enterprises, as well as the regulatory role of study conventions. Furthermore, a large sample from a questionnaire survey and a model based on structural equations is applied to test our theoretical hypothesis. It can be stated that lean tools display a positive effect on lean sustainability via the mediating role of knowledge management. Additionally, study conventions positively regulate the relationship among lean tools, knowledge management, and lean sustainability.

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HRM practices and innovation performance with the mediating effect of knowledge sharing: empirical evidence from Emirati ICT companies

Cited by 16 publications

References 0 publications

MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach

MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach

Authentic Leadership and Innovation: What is the Role of Psychological Capital?

Lean Tools, Knowledge Management, and Lean Sustainability: The Moderating Effects of Study Conventions

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