Impacts of high-involvement HRM practices on organizational innovation capability: the mediating mechanism of tacit and explicit knowledge sharing

Abstract

Purpose Given the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit KS in bridging the relationship between high-involvement human resource management (HRM) practices and specific aspects of innovation capability, namely, product and process innovation. Design/methodology/approach Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 111 manufacturing and service firms. Findings The empirical findings reveal that KS processes positively mediate the relationship between high-involvement HRM practices and innovation capability. It highlights the important role of explicit KS in fostering aspects of innovation capability compared to the effects of tacit KS on aspect of innovation capability. Practical implications Vietnamese firms should pay much attention to high-involvement HRM practices to improve their innovation capabilities. In addition, fostering the willingness of employees for sharing tacit knowledge (e.g. experiences, uncommon understandings and insights) and explicit knowledge (e.g. formal information, official documents and reports and procedures and policies) is one of the most optimal solutions for firms to pursuit product and process innovation capability. Originality/value This paper significantly contributes to increasing knowledge and insights on the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on mediating role of KS processes contributes to advancing the body of knowledge of HRM practices and innovation theory.

Promoting technology innovation performance through high involvement HRM, technology adaptation and innovativeness

“…They conceptualize HIHRM into four main practices: autonomous teamwork, training and development, information sharing and performance feedback. Cao et al. (2022) contemplate that HIHRM inspires employees' innovative capability in the form of product and process innovation through knowledge sharing.…”

“…They conceptualize HIHRM into four main practices: autonomous teamwork, training and development, information sharing and performance feedback. Cao et al (2022) contemplate that HIHRM inspires employees' innovative capability in the form of product and process innovation through knowledge sharing. They categorize HIHRM into five practices: selective hiring and recruitment, training and development, performance appraisal, information sharing and performance-based rewards.…”

Internationalization Issues in Chinese Firms: One Belt, One Road-Based Perspective

“…Human resource management practices describe the management methods that enable firms to obtain valuable and outstanding information, as well as impact creative activity and greater performance ( Cao et al, 2021 ). HRM impacts workers’ job-related attitudes, talents, and behaviors in order to achieve an organization’s goals, and it plays a crucial role in creating an atmosphere that is conducive to knowledge management and innovation ( Wen et al, 2021 ).…”

Value Creation through Frugal Innovation, Innovation Capability and Knowledge Sharing in a Circular Economy

“…Innovation capabilities are the main source of innovative knowledge and information from external and internal stakeholders [39]. Organisations obtain advantages of novel ideas by formulating the latest procedures and techniques for designing products and services [40].…”

“…Alternatively, frugal innovation is a means by which business firms can use available resources for innovation activities and processes [41]. Business firms integrate new knowledge and information using innovation capabilities to establish innovation activities and processes [39]. Previous research documented that innovation capability helps in the innovation process by providing innovative ideas, which sequentially increase the value creation of the product and services [42].…”