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Access to this document was granted through an Emerald subscription provided by UNIVERSITY OF SASKATCHEWAN For Authors:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service. Information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comWith over forty years' experience, Emerald Group Publishing is a leading independent publisher of global research with impact in business, society, public policy and education. In total, Emerald publishes over 275 journals and more than 130 book series, as well as an extensive range of online products and services. Emerald is both COUNTER 3 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThe process of innovation depends heavily on knowledge, and the management of knowledge and human capital should be an essential element of running any type of business. Recent research indicates that organisations are not consistent in their approach to knowledge management (KM), with KM approaches being driven predominantly within an information technology (IT) or humanist framework, with little if any overlap. This paper explores the relationship between KM approaches and innovation performance through a preliminary study focusing on the manufacturing industry. The most significant implication that has emerged from the study is that managers in manufacturing firms should place more emphasis on human resource management (HRM) practices when developing innovation strategies for product and process innovations. The study shows that KM contributes to innovation performance when a simultaneous approach of "soft HRM practices" and "hard IT practices" are implemented.

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is currently Head of the Bachelor of Business (BAdmin) course for RMIT University's programs in Hong Kong. Marianne has lived and worked in several Asian countries and has held senior academic and administrative posts. Marianne has 20 years experience as a human resource manager and was President of her own ®rm in Canada. She is also a Director of St. Louis Management. Marianne has published many articles on international management and knowledge management

This paper reports on the results of a comparative case study of innovation capability in Australian manufacturing companies. Following a review of the salient literature in the field, six case studies were undertaken with organisations having a degree of variance across company size, ownership type and industry sector. All the cases reflected a history of successful innovation and the managers were interviewed about the attributes of innovation and the ways in which sustained innovation was manifested in their organisations. Based on the interview data, a model of innovation capability was developed with a view to identifying attributes common to systematic and sustained innovation. These companies derived competitive advantage from differentiation through their innovation. The implications of the model for manufacturing organisations in general, and their managers in particular, are subsequently discussed.

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Purpose -To explore linkages between knowledge management (KM) and human resource management (HRM) as a means of developing leadership and management capabilities to support sustainability. Design/methodology/approach -A range of relevant literature is explored initially. A framework linking KM and HRM is then applied to the development of leadership and management capabilities to support sustainability. Findings -Provides a means by which to promote sustainability through effective KM and HRM linkages and suggests means by which organisations can develop leadership and management capabilities to support sustainability across business, environmental and social justice contexts. Originality/value -This paper fills a gap in current literature by providing managers with a framework for addressing sustainability issues and for developing individual and organisational capabilities to support sustainability through KM and HRM practices.

This qualitative research examined the relationship between knowledge management (KM) and systematic innovation capability in 16 Australian manufacturing and service organizations that exhibited both successful innovation and robust KM practices. A review of the literature indicated a number of areas where KM enhances and supports innovation capability. Using a multiple cross-case analysis methodology and applying a framework of systematic innovation capability, in-depth interviews were conducted with managers of the case study organizations. The analysis of the data revealed the main contributions of KM to systematic and sustained forms of innovation. Areas in which KM could contribute more to sustained innovation capability are also discussed.