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

Abstract

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.

Intangible resources for an organization’s sustainability potential

“…Knowledge can be conveyed both through formal and informal channels (Holste, Fields 2010;Chen et al 2011). Knowledge transfer is a dynamic process which occurs within organizations (between employees) as well as outside organizations (between customers, companies, stakeholders) (Loon 2019;Muñoz -Pascual et al 2020). Knowledge transfer refers to both kinds of knowledge: tacit and explicit (Balle et al 2019).…”

Do Work Engagement and Transformational Leadership Facilitate Knowledge Sharing? A Perspective of Conservation of Resources Theory

“…In addition, if companies offer a positive and friendly working environment for their employees, it could promote employees' knowledge sharing. Basically, managers could make a better knowledge-sharing environment through a human resource management system [11,12], positive organization climate [13] or job design [14]. Furthermore, in recent years, scholars have started to discuss factors that might decrease employees' level of knowledge sharing, such as abusive supervision [15,16].…”

Contributions to Sustainability in SMEs: Human Resources, Sustainable Product Innovation Performance and the Mediating Role of Employee Creativity

“…A clear example today is the development of the vaccine against Covid-19. Innovation is currently being developed in SMEs around the world with knowledge, motivation, and relationship of all employees [120][121][122][123]. Faced with the current economic and health crisis caused by Covid-19, companies are using their highest levels of innovation and HR to adapt and develop new materials and medical devices in record time, achieving compatibility through the invisible hand of their own legitimate economic interests with the enormous social interests that this field of work entails.…”