Protecting organizational competitiveness from the hazards of knowledge leakage through HRM

Abstract

PurposeCollaborative projects are useful tools for learning and innovation. However, there is an associated cost – knowledge leakage, which is theoretically linked to challenging organizational competitiveness. The purpose of this study is to examine whether knowledge-oriented human resource (HR) management practices can protect organizations from the adverse effect of knowledge leakage while investigating the moderating role of knowledge-oriented HR management practices.Design/methodology/approachThis study uses mixed methods involving collection of qualitative data through 13 qualitative interviews and quantitative data through 398 survey questionnaires. SPSS 23 and Process Macro 3.1 have been applied to test the hypotheses.FindingsThe study finds that knowledge leakage adversely affects organizational competitiveness, whereas the effect of knowledge-oriented HR management practices on organizational competitiveness is positive. Further, knowledge-oriented HR practices negatively and significantly moderate the relationship between knowledge leakage and organizational competitiveness. As the strength of the moderator increases, the effect of knowledge leakage tends to diminish. Besides, demographic factors (age of the firm and industry type) do not influence the organizational competitiveness.Research limitations/implicationsThis study has several theoretical contributions; first, it contributes to knowledge-based view by empirically establishing the adverse effect of knowledge leakage on organizational competitiveness. Second, knowledge-oriented HR management practices increase organizational competitiveness, which is contribution to HR management literature. Lastly, knowledge-oriented HR management practices protect organizational competitiveness from the adversaries of knowledge leakage, which is contribution to strategic management literature.Practical implicationsPractitioners must invest in knowledge-oriented HR management practices such as human-to-human knowledge transfer among the workers. It will increase firm-level knowledge base that will positively contribute to organizational competitiveness. In addition, such practices can evade the hostile effect of knowledge leakage.Originality/valueThe conceptual model is novel as this is the first study to establish (1) the empirical relationship of knowledge-oriented HR management practices and organizational competitiveness and (2) the moderating effect of knowledge-oriented HR management practices between knowledge leakage and organizational competitiveness.

Organisational learning and sustainable tourism: the enabling role of digital transformation

“…However, data protection concerns highlighted in this study and previous studies (Sharif et al, 2020;Sharif et al, 2021) suggest knowledge leakages' impact on knowledge transfer needs to be considered.…”

Changes in knowledge coupling and innovation performance: the moderation effect of network cohesion

“…The motivation to explore potential recombination or shift focus from one combination to another is to exploit the externally available existing and new knowledge domains and enhance firm’s innovation and competitiveness through collaborative R&D activities (Ahuja and Katila, 2001; Yang et al , 2019). However, in pursuit of innovation firms encounter risks related to collaboration such as knowledge leakage that challenges firm’s cooperation, competitiveness and innovation (Huggins and Johnston, 2010; Fawad Sharif et al , 2021). Extreme coupling would elevate focal firm’s reliance on partners and invite opportunism, which is destructive to organizational routines and diminishes innovation performance (Torugsa, 2016).…”

Green human resource management and sustainable development performance: organizational ambidexterity and the role of responsible leadership

“…In addition, in today's era, enterprises should not only consider the demands of internal employees but also consider the demands of external stakeholders. The recognition and valuable resources brought by these two parties can greatly promote the improvement of organizational legitimacy and organizational competitiveness (Rayner and Morgan 2018;Sharif et al 2021). Since the ambidextrous synergy of organizational legitimacy and organizational competitiveness can play an agent role in the relationship between GHRM and sustainable development performance, managers should think about how to use GHRM to enable enterprises to win valuable resources for sustainable development as much as possible under the premise of following the rules and regulations.…”

“…Specifically, enterprises need to have two types of capabilities if they want sustainable development: On the one hand, enterprises need to keep their own values consistent with those of external stakeholders, so as to create a good external image of enterprises and build organizational legitimacy (Shah 2011). On the other hand, enterprises need to explore new management practices and find new strategic opportunities in the highly competitive market to enhance the core competitiveness of organizations and then build organizational competitiveness (Sharif et al 2021). It is particularly important for an enterprise to construct its own organizational ambidexterity, which determines whether the enterprise can achieve the goal of sustainable development, and GHRM can provide an important management support for the enterprise to gain the recognition of organizational ambidexterity from stakeholders (Alt et al 2015; Amrutha and Geetha 2020).…”

“…On the other hand, enterprises need to explore new management practices and find new strategic opportunities in the highly competitive market to enhance the core competitiveness of organizations and then build organizational competitiveness (Sharif et al. 2021). It is particularly important for an enterprise to construct its own organizational ambidexterity, which determines whether the enterprise can achieve the goal of sustainable development, and GHRM can provide an important management support for the enterprise to gain the recognition of organizational ambidexterity from stakeholders (Alt et al.…”