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Laursen, Keld; Mahnke, Volker

doi:10.1023/a:1017985623502

Cited by 134 publications

(3 citation statements)

References 65 publications

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“…The impact of HRM on KS is stronger when AC and CHRMS are applied as a system of mutually reinforcing practices. In this context, Laursen and Mahnke [56] have shown that the adoption of different CHRMS can have synergistic effects on learning.…”

Section: Knowledge Sharingmentioning

confidence: 99%

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

2019

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This research examines how internal and external Human Resource Management (HRM) contributes to Knowledge Sharing (KS) in order to reach Sustainability-Oriented Performance. This paper uses a mixed methods approach to report on the main antecedents of KS for Sustainability-Oriented Performance. There are many antecedents of KS both inside and outside organizations that are as yet unidentified. This research applies two complex statistical techniques, namely, structural equation modeling (SEM) (Study 1) and fuzzy-set Qualitative Comparative Analysis (fsQCA) (Study 2). First, SEM is used to determine the antecedents of KS for Sustainability-Oriented Performance: Affective Commitment (AC) (an internal dimension of HRM) and a collaboration-oriented Human Resource Management system (CHRMS) (an external dimension of HRM). Second, three multi-group SEMs are used to determine whether a manager’s characteristics (age and gender) and firm size moderate the relationship between KS and its antecedents. Finally, an fsQCA is conducted to identify alternative configurations that lead either to KS or to its absence. The sample comprises data from an online survey of 367 certified innovative Portuguese small and medium enterprises (SMEs). The SEM results show that a collaboration-oriented HRM system always has a positive effect on KS for Sustainability-Oriented Performance. In addition, if the manager is a young man working in a small firm, their AC positively affects KS. There are alternative configurations that lead to the presence or absence of KS. There is, therefore, empirical evidence for the moderating effects of the manager’s age and gender, and firm size. Our study offers improved new HRM configurations and results when compared to the sole use of traditional quantitative statistical methods. The results are consistent and conclusive.

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Section: Knowledge Sharingmentioning

confidence: 99%

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

2019

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“…For motivation-enhancing KIHRS, performance evaluation and compensation practices implemented at the organizational (and potentially team levels) should recognize and reward individuals as well as teams' knowledge-based contributions (Hu & Randel, 2014). For opportunity-enhancing KIHRS, HR leaders should consider investing in developing knowledge communities by providing technical support, budgets, and rewards, etc., to promote knowledge creation and sharing activities (Laursen & Mahnke, 2001). Besides, job rotation and encouragement for cross-functional career paths should be provided to employees for the purposes of broadening their knowledge management schemas, developing teamwork mental models, and improving knowledge exploration and exploitation capacity (Chow & Gong, 2010).…”

Section: Discussionmentioning

confidence: 99%

Knowledge-Intensive HRM Systems and Performance of Knowledge-Intensive Teams: Mediating Role of Team Knowledge Processes

Shahzad

Hong

Niaz

2022

Group & Organization Management

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This study investigates whether and how knowledge-intensive HRM systems (KIHRS) impact the performance of knowledge-intensive teams (KITs). We integrate the ability-motivation-opportunity theory with the knowledge management literature to hypothesize that KIHRS affect KIT performance through team knowledge exploration and knowledge exploitation processes. A total of 543 responses (408 team members and 135 team leaders) from 135 KIT of 119 firms were collected in two waves with a time lag of 3 months. The findings indicate that KIHRS relate positively to KIT performance. Furthermore, team knowledge exploration and knowledge exploitation work in a sequence to mediate the relationship between KIHRS and KIT performance.

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“…That way, organizations will strive to mitigate the effects of employee turnover, but also to mitigate the possible dissatisfaction of their employees and prevent further turnover. In addition, a flexible, decentralized, informal, highly integrated organizational structure intensifies the HRMP towards innovation (Laursen & Mahnke, 2001). Workgroups, delegation of responsibility, and integration of functions are important here.…”

Section: Antecedents Of Innovation-driven Hrmpmentioning

confidence: 99%

Innovation-driven human resource management practices: A systematic review, integrative framework, and future research directions

Lenart-Gansiniec¹,

Sypniewska²,

Chen³

2023

JEMI

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PURPOSE: It is increasingly emphasized that human resource management practices (HRMP), which refer to recruiting and selection, training and development, compensation and performance appraisal, are of great importance for creating innovation. However, the COVID-19 pandemic has shown that traditional HRMPs are already insufficient, which entails the need to rethink and reformulate them in the direction of more effective innovation while also allowing organizations to survive COVID-19-like crises. While there is an extensive literature on human resources management and innovation, there is still no consensus on innovation-driven HRMP. This study aims to identify and synthesize most significant and trustworthy research contributions of innovation-driven HRMP. In addition, to facilitate theory building in the field of HRMP, this article consolidates the existing knowledge into an integrative framework. This framework can be used by future researchers to identify gaps and ambiguities in the meaning of innovation-driven HRMP. METHODOLOGY: The article presents the results of a systematic literature review of 71 empirical research articles referring to innovation-driven HRMP from the Web of Science and Scopus databases. FINDINGS: The systematic literature review allowed us to identify innovation-driven HRMP, taking into account three levels of analysis: individual, group and organizational, with the latter level of analysis being dominant in previous publications. Recognition of innovation-driven HRMP, taking into account the levels in question, is included in an integrative framework, which is the theoretical basis for guiding future research. Our results confirmed the growing trend in the number of publications on the subject since 2010. Most researchers used a quantitative approach. Based on the first author’s affiliation, authors from Great Britain contributed the largest number of publications. Articles are published in various journals, but mainly in those on human resources management. The research took into account a variety of organizational contexts, predominantly in dynamic and complex industries. Our findings show that the current state of research on innovation-driven HRMP confirms the need for further research in this area. Based on this, we provided thematic gaps and potential questions for future research divided into three levels of innovation-driven HRMP. IMPLICATIONS: Our systematic literature review allowed us to propose implications for future researchers planning to conduct research in the field of innovation-driven HRMP. ORIGINALITY AND VALUE: Our systematic literature review focuses on identifying innovation-driven HRMP along with determining the current state of knowledge and future research directions in this area. In addition, we developed an integrative framework that aims at organizing existing literature but also at identifying promising future research directions into innovation-driven HRMP.

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Untitled

Cited by 134 publications

References 65 publications

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

Human Resource Management Contributions to Knowledge Sharing for a Sustainability-Oriented Performance: A Mixed Methods Approach

Knowledge-Intensive HRM Systems and Performance of Knowledge-Intensive Teams: Mediating Role of Team Knowledge Processes

Innovation-driven human resource management practices: A systematic review, integrative framework, and future research directions

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