The effect of high performance work systems on radical innovation in knowledge-based companies through moderating role of innovation capabilities

The impact of absorptive capacity and innovation ambidexterity on sustainable competitive advantage: the case of Indonesian higher education

“…(3) Organizations must be able to adjust flexibly (Pangarso, 2014). ( 4) There is a critical role of knowledge (Shahriari, Abzari, Isfahani, & Kianpour, 2018) so organizations can innovate (Raghuvanshi, Ghosh, & Agrawal, 2019). If an organization has a competitive advantage, the organization can at least survive and excel in sustainable competition.…”

Organizational culture and organizational learning: does high performance work systems mediate?

“…In recent years, management practices including various HRs have significantly changed owing to the new challenges such as privatization/deregulation, globalization, technological advances and competition. These environmental challenges are the reason making the organizations take advantage of HPWSs that enhance sustained competitive advantage (Chahal et al, 2016;Shahriari et al, 2018). HPWSs are composed of distinct but interrelated HR practices that can facilitate employee involvement, skill enhancement and motivation (Seong, 2011;Ahmadi et al, 2018).…”

“…Although there is different perspective of several authors in describing features and management practices in HPWS, the main focus of HPWS is to create an effective organization based on employee involvement, commitment and empowerment (Ahmadi et al, 2018). Although researchers do not fully agree on the same set of HPWS practices, these practices can be summarized in five general HR categories: selection, training, career development, motivational practices and job security (Shahriari et al, 2018). The HPWS practices in this research are adopted form Escrib a-Carda et al (2017), because the listed practices in the study (training and development, pay for performance, career development, participation in decision-making processes and job security) cover three categories mentioned in the previous paragraph, and the other two are among the most essential "motivational practices" (Shahriari et al, 2018).…”

“…Although researchers do not fully agree on the same set of HPWS practices, these practices can be summarized in five general HR categories: selection, training, career development, motivational practices and job security (Shahriari et al, 2018). The HPWS practices in this research are adopted form Escrib a-Carda et al (2017), because the listed practices in the study (training and development, pay for performance, career development, participation in decision-making processes and job security) cover three categories mentioned in the previous paragraph, and the other two are among the most essential "motivational practices" (Shahriari et al, 2018). The only general category that does not exist in the practices of the applied model in this study is "selection."…”

“…In today's competitive environment, companies cannot move in line with new approaches such as globalization, 4th generation technologies, sustainable supply chain and modern business ecosystems only by relying on traditional resources; and maintaining the competitive advantage has forced the firms to recruit and retain talented, skilled and flexible employees to create core competencies as an alternative to these traditional resources. As a result, organizations have moved toward the application of integrated and complete HR management systems (Shahriari et al, 2018). Managers today do not deal separately with the various components of HR management, such as recruitment, selection, training and payment systems.…”