Knowledge as a mediator between HRM practices and innovative activity

Abstract

The objective of this paper is to test how human resources management (HRM) practices and employees' knowledge infl uence the development of innovative capabilities and, by extension, a fi rm's performance. Results confi rm that HRM practices are not directly associated with innovation unless they take into account employees' knowledge. Specifi cally, our analyses establish a mediating role for the uniqueness of knowledge between collaborative HRM practices and innovative activity, a positive infl uence of knowledge-based HRM practices on valuable knowledge, and a positive contribution of innovations to the company's profi t. We tested hypotheses in a sample of fi rms from the most innovative Spanish industries through structural equation modeling.

Knowledge Management Enablers, Knowledge Creation Process and Innovation Performance: An Empirical Study in Tunisian Information and Communication Technologies Sector

“…Many researchers highlighted the importance of IT infrastructure in supporting KCP (Lopez-Cabrales et al, 2009;Mallet et al, 2006;Prax, 2003). IT makes available for organizations a range of tools such as Internet, Intranet, groupware, workflow, datamining, videoconferences which help them in managing knowledge.…”

“…With these technologies, organizations can absorb innumerable masses of information, share, apply and create knowledge (Gold et al, 2001). Lopez et al (2009) provided evidence for the effect of the IT infrastructure on knowledge generation, transfer, codification and storage. Lee and Choi (2003) stated that IT support promotes KCP and is not restricted to the transfer of codified knowledge.…”

When innovation requirements empower individual innovation: the role of job complexity

“…In the current knowledge era, individual innovation is crucial in most if not all jobs (Dorenbosch et al, 2005;Farr and Tran, 2008) to gain organizational success (Lopez-Cabrales et al, 2009;Parker and Collins, 2010). In practice, it is often assumed that personality is a key predictor of individual innovation.…”

Corporate Governance Structure and Its Impact on Human Resource Management and Financial Performance

“…However, some authors noted that the resources of a company should not only be valuable and unique, to provide superior performance, it is also necessary to have an appropriate organizational structure to achieve an advantage of these resources (Barney & Wright, 1998;López Cabrales et al, 2009). Goffee and Jones (2001, as cited by Caldwell et al, 2006) mentioned that leaders must build relationships with employees to develop a sense of commitment in a competitive global market.…”

“…Goffee and Jones (2001, as cited by Caldwell et al, 2006) mentioned that leaders must build relationships with employees to develop a sense of commitment in a competitive global market. This brings systems management practices of human resources, called collaborative or partnership/alliance (Lepak & Snell, 1999;López Cabrales et al, 2009;Martínez Lucio & Stuart, 2005). The literature also emphasizes the importance of working in groups or teams to raise awareness of the unique and valuable members of the organization (Nonaka & Takeuchi, 1995;Lepak & Snell, 1999, as cited by López Cabrales et al, 2009).…”