The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment

Camelo‐Ordaz, Carmen; Cruz, Joaquín García; Sousa‐Ginel, Elena; Cabrera, Ramón Valle

doi:10.1080/09585192.2011.561960

Cited by 286 publications

(282 citation statements)

References 107 publications

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“…Although the knowledge management literature has recognized the importance of HRM issues for knowledge management initiatives, it still has to fully embrace and engage with HRM concepts and frameworks (Camelo-Ordaz et al, 2011;Chiang et al, 2011;Pastor et al, 2010). Consequently, there are still few research studies that discuss the relationship between HRM and knowledge sharing.…”

Section: Goal and Methodsmentioning

confidence: 99%

“…Additionally, comprehensive training and development are aimed at enhancing employee technological abilities and their professional abilities (Chiang et al, 2011). This approach leads to a greater sense of organizational attachment and membership, to the perception of company's support, and to trust (Camelo-Ordaz et al, 2011;Chiang et al, 2011). Additionally, high-commitment HRM practices encourage the kind of voluntary, helpful, and cooperative behaviour that encourages knowledge sharing (Hayton, 2003).…”

Section: Hrm Practices Aimed At Knowledge Sharing Supportmentioning

confidence: 99%

“…Compared to low-cost systems, the basic principles of high-commitment HRM are to obtain talented employees and encourage them to reach innovative goals through long-term investments in employees (Camelo-Ordaz et al, 2011;Chiang et al, 2011). These practices explicitly recognize that it is not possible to specify all of the requirements of a job within a formal job description, nor is it possible to effectively monitor all of the contributions that employees may make to their organization (Hayton, 2003).…”

Section: Hrm Practices Aimed At Knowledge Sharing Supportmentioning

confidence: 99%

“…Additionally, the willingness to use tools provided by an organization for sharing knowledge of both the provider and the recipient is necessary (Gagné, 2009). Other examples of important attitudes are commitment to the organization (Boateng et al, 2017;Camelo-Ordaz et al, 2011;Chiang et al, 2011;Hooff and Ridder, 2004), high self-efficacy (Cabrera et al, 2006;Cabrera and Cabrera, 2005;Lin, 2007), and viewing knowledge as a public good belonging to the whole organization (Ardichvili et al, 2003).…”

Section: Employees' Characteristicsmentioning

confidence: 99%

“…According to Camelo-Ordaz et al (2011) appraisal systems should be based on team or organization performance. Further, one of performance evaluation criteria should be the willingness of an employee to share their knowledge (Chen and Huang, 2009;Fong et al, 2011;Husted and Michailova, 2002;Quigley et al, 2007).…”

Section: Managing Employees' Performance and Performance Appraisalsmentioning

confidence: 99%

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Human resource management practices stimulating knowledge sharing

Matošková

Směšná

2017

Management &Amp; Marketing

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Section: Goal and Methodsmentioning

confidence: 99%

Section: Hrm Practices Aimed At Knowledge Sharing Supportmentioning

confidence: 99%

Section: Hrm Practices Aimed At Knowledge Sharing Supportmentioning

confidence: 99%

Section: Employees' Characteristicsmentioning

confidence: 99%

Section: Managing Employees' Performance and Performance Appraisalsmentioning

confidence: 99%

See 3 more Smart Citations

Human resource management practices stimulating knowledge sharing

Matošková

Směšná

2017

Management &Amp; Marketing

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An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals

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Tarcan

Tekingündüz

et al. 2012

Health Planning & Management

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The purpose of this study was to investigate the relationships among employee organizational commitment, organizational trust, job satisfaction and employees' perceptions of their immediate supervisors' transformational leadership behaviors in Turkey. First, this study examined the relationships among organizational commitment, organizational trust, job satisfaction and transformational leadership in two Turkish public hospitals. Second, this investigation examined how job satisfaction, organizational trust and transformational leadership affect organizational commitment. Moreover, it was aimed to investigate how organizational commitment, job satisfaction and transformational leadership affect organizational trust. A quantitative, cross-sectional method, self-administered questionnaire was used for this study. Eight hundred four employees from two public hospitals in Turkey were recruited for collecting data. The overall response rate was 38.14%. The measurement instruments of survey were the Job Satisfaction Survey (developed by P. Spector), the Organizational Commitment Questionnaire (developed by J. Meyer and N. Allen), the Organizational Trust Inventory-short form (developed by L. Cummings and P. Bromiley) and the Transformational Leadership Inventory (TLI) (developed by P. M. Podsakoff). Five-point Likert scales were used in these measurement instruments. Correlation test (the Pearson's rank test) was used to examine relationships between variables. Also, multiple regression analysis was used to determine the regressors for organizational commitment and organizational trust. There were significant relationships among overall job satisfaction, overall transformational leadership and organizational trust. Regression analyses showed that organizational trust and two job satisfaction dimensions (contingent rewards and communication) were significant predictors for organizational commitment. It was found that one transformational leadership dimension (articulating a vision), two job satisfaction dimensions (pay and supervision) and two organizational commitment dimensions (affective commitment and normative commitment) were significant regressors for organizational trust. There is a lack of research in the health organizations regarding organizational commitment, organizational trust, job satisfaction and transformational leadership. The investigator of the proposed study intends to add to the literature and intends to prove that the proposed study would be important for healthcare organizations. A number of specific measures should be undertaken to reduce factors that negatively affect organizational commitment, organizational trust and job satisfaction of hospital personnel and to improve transformational leadership behaviors of hospital administrators.

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The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

She

Bingqing

et al. 2019

Human Resource Dev Quarterly

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Attention to the effects of managerial coaching usually focuses on subordinates. However, knowledge of the impact of coaching on the coaches is limited. Drawing upon conservation of resources theory, this study examined the extent to which coaching has benefits and costs for managers who spend time and energy coaching their subordinates. Structural equation modeling results from a multisource, time-lagged survey showed that managerial coaching rated by team members affected managers' self-ratings of job attitudes through a dual-path model. Managerial coaching was positively related to managers' personal accomplishment, which had a subsequent positive effect on their job satisfaction. However, coaching also heightened managers' role overload, thus resulting in their work fatigue. In addition, results showed that managers who reported lower (versus higher) perceived organizational support tended to experience lower (versus higher) personal accomplishment and higher (versus lower) role overload associated with coaching. Implications for theory and practice are discussed.

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The influence of human resource management on knowledge sharing and innovation in Spain: the mediating role of affective commitment

Cited by 286 publications

References 107 publications

Human resource management practices stimulating knowledge sharing

Human resource management practices stimulating knowledge sharing

An analysis of relationships among transformational leadership, job satisfaction, organizational commitment and organizational trust in two Turkish hospitals

The double‐edged sword of coaching: Relationships between managers' coaching and their feelings of personal accomplishment and role overload

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