How high-involvement HRM practices motivate knowledge sharing and innovation: the role of market turbulence

Abstract

PurposeThe purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge sharing (KS) behaviors. This paper also investigates the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation capability, namely exploitative and exploratory innovation.Design/methodology/approachAnalysis of moment structures and structural equation modeling are applied to examine the correlation among the latent constructs based on the survey data collected from 125 manufacturing and service firms.FindingsThe findings of this study support the mediating role of KS behaviors in the relationship between high-involvement HRM practices and aspects of innovation capability. It highlights the important role of market turbulence in strengthening the influence of KS on exploitative and exploratory innovation.Research limitations/implicationsFuture research should investigate the impact of high-involvement HRM practices on innovation capability under the moderating effects of organizational variables, such as perceived organizational support, to bring better understanding on a new mechanism to pursuit innovation.Originality/valueThe paper significantly contributes to increasing knowledge and insights into the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on the mediating role of KS behaviors and the moderating role of market turbulence contribute to advancing the body of knowledge of HRM and innovation theory.

Impacts of knowledge-based HRM, knowledge sharing and perceived organizational supports on innovation performance: a moderated-mediation analysis

“…Literature review and hypotheses development 2.1 The impact of knowledge-based HRM practices on innovation performance Innovation fruits often stem from processes of generating, selecting and developing innovative ideas and delivering new products or services to markets (Birkinshaw et al, 2008). It draws on knowledge, capabilities and human resources to meet the organizational demands for innovation Le and Le, 2023). Accepted as a critical competitiveness factor in contemporary organizations, innovation performance is one of the most important dynamics that enable firms to attain competitive advantage and success in long term in comparison with the key rivals (Rujirawanich et al, 2011;Singh et al, 2021).…”

“…Third, in addition to focusing on knowledge capital and human resources, firms need to pay attention to developing contexts and environments conducive to promoting innovation performance (Le and Le, 2023;Than et al, 2023). Perceived organizational support (POS) is one of the major environmental factors that significantly dominates the results and levels of innovation because the degrees of attachment and involvement of employees in KS processes and innovation will vary depending on their perception of the organization's level of supports Shehzad et al, 2023).…”

Dicionário De Gestão De Pessoas E Relações De Trabalho No Brasil

“…Gestão de Pessoas, Liderança e Inovação. Para criar valor e alcançar os objetivos organizacionais em tempos turbulentos, é necessário que os trabalhadores desenvolvam habilidades e atitudes voltadas para a inovação (Le & Le, 2023) e sejam estimulados a apresentar comportamentos proativos (Bauwens, Audenaert, & Decramer, 2023). O papel da liderança também ganha novos contornos (Currie & Spyridonidis, 2019;Deschamps, 2003;Le, 2021) e passa a ser visto como um importante catalisador da criatividade, competitividade e inovação (Carayannis & Gonzalez, 2003).…”