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Purpose -The main purpose of this paper is to investigate the direct and interactive effects of organizational support and human capital on the innovative performance of companies. Individual effects of the organizational support dimensions, namely: management support for generating and developing new business ideas, allocation of free time, convenient organizational structures concerning, in particular, decentralization level or decision-making autonomy, appropriate use of incentives and rewards, and tolerance for trial-and-errors or failures in cases of creative undertakings or risky project implementations, are also to be investigated. Design/methodology/approach -The study develops and tests a theoretical research model where the organizational support dimensions are the independent variables, innovative performance is the dependent variable, and the human capital has a moderating role in this relationship, via a questionnaire study covering 184 manufacturing firms in Turkey. Findings -Among the individual direct effects of the dimensions of organizational support, management support for idea development and tolerance for risk taking are found to exert positive effects on innovative performance. Availability of a performance based reward system and free time have no impact on innovativeness, while work discretion has a negative one. As for the role of human capital (HC), it is found to be an important driver of innovative performance especially when the OS is limited. However, when the levels of both HC and OS are high, innovative performance does not increase any further. Originality/value -Two distinct research streams, namely organizational support literature and human capital literature, have already focused on their individual impacts on the innovative performance. However, a combination of these separate streams was not tried before. The paper discusses and investigates what will happen when both positive drivers interact with each other. Moreover, it also investigates how organizational support and human capital are complementary.

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Purpose -The purpose of this research is to examine the simultaneous effects of person-organization (P-O) and person-job (P-J) fit on job attitudes of five star hotels' managers in Turkey. Design/methodology/approach -Data were collected from managers of five star hotels via a web-based questionnaire. According to the data of Ministry of Culture and Tourism, Turkey has 299 ministry licensed five star hotels. Of the 299 hotel managers, 158 (52.8 percent) have participated in the research. Correlation and regression analyses were used to test the predicted relationships. Findings -The findings in this paper indicate that P-O/P-J fit positively related to organizational commitment, job motivation and job satisfaction, and according to correlation analyses results, negatively related to organizational stress level of hotel managers.Research limitations/implications -The findings contribute to an improved understanding of the influence of P-O and P-J fit on job attitudes of hotel managers. Results may not generalize to other cultural or national contexts. Originality/value -Most past research has assessed only one type of fit, without controlling for the other. This paper has contributed to the literature by investigating the combined effects of P-O and P-J fit on organizational commitment, job motivation, job satisfaction, and organizational stress of managers in a five star hotel context. Managerial and theoretical implications of research findings are also discussed. This paper contributes to the literature by being one of the first to examine the effects of two different types of person-environment fit on job attitudes of Turkish hotels' managers.