The mediating effect of strategic human resource practices on knowledge management and firm performance

Sánchez, Antonio Aragón; Marín, Gregorio Sánchez; Morales, Arleen Mueses

doi:10.1016/j.redee.2015.03.003

Cited by 52 publications

(52 citation statements)

References 80 publications

(148 reference statements)

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“…Further, it is possible to obtain the necessary resources for new technology adoption and technology improvement [51]. Capital acts like a precursor to organizational innovation and performance [52]. Previous studies focusing on the impact of transformational leadership have predominantly studied human capital rather than social capital [53,54].…”

Section: Moderating Effects: Social Capitalmentioning

confidence: 99%

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

2017

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Abstract:With the increasing importance of leadership in project-based organizations, innovation is essential for the sustainable development of construction projects. Since few studies have explored the relationship between leadership and innovation in construction projects, this study fills this research gap and makes a significant theoretical contribution to the existing body of literature. Based on a knowledge-rated and resource-based view, this study aims to investigate various effects of different types of leadership on innovation performance in a construction project-based organization. Therefore, a theoretical model was constructed to explore the mediation mechanism and boundary condition of different types of leadership to improve innovation. The theoretical model was validated with empirical data covering project managers and engineers from the project-based organization in China via regression analysis and path analysis. The results show that transformational leadership and transactional leadership have some positively significant effects on knowledge sharing and innovation performance. Meanwhile, knowledge sharing partially mediates the relationship between transformational leadership and/or transactional leadership and innovation performance. Additionally, by considering different levels of social capital, transformational leadership is likely to have a strong positive impact on innovation performance through knowledge sharing. Our findings ensure a better understanding of the role of leadership, knowledge management, and social capital in the innovation process of construction projects. Therefore, project managers should promote a higher stimulation of a leadership behavior, encouraging knowledge management, and establishing the social capital, thus improving the innovation performance in the project-based organizations in construction projects.

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Section: Moderating Effects: Social Capitalmentioning

confidence: 99%

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

2017

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“…By means of propaganda, recruitment, hunting and employment, human resources concentrate resources and choose suitable jobs. Through a series of pre job training, human resources are gradually adapted to the needs of enterprise positions, creating value for enterprises and meeting the development needs of enterprises [3]. Human resources management also includes follow-up personnel services, personnel benefits and even the operation of personnel leaving the related procedures.…”

Section: Human Resource Managementmentioning

confidence: 99%

Human Resource Management Practice, Knowledge Management Guidance and Enterprise Performance

Liu¹

2018

2018 International Conference on Computer, Civil Engineering and Management Science (ICCEMS 2018)

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Abstract:With the development of the economy and the progress of the society, talent has become an indispensable part of today's society. The level of talents in a country or a region determines the level of economic and technological development of a country to a large extent. We can say that the competition in today's society is the competition of talents. Talent is the core of the development of a country and enterprise, so the most important thing in today's society is the talent. The strength of an enterprise is reflected in the management of talents. If there are only talents but not management, it will not play any role, or even play an opposite role. Therefore, it is equally important to enter the social human resource management. Talents and advanced management concepts and value culture constitute the core competitiveness of enterprises, which determines the performance of enterprises and realizes the sustainable development of enterprises. This paper mainly studies the impact of human resource management practice and knowledge management orientation on enterprise performance. Aiming at these conclusions, we finally summarize how to improve and develop human resource management practices and knowledge management strategies, in order to improve the human resource management discipline and increase business efficiency.

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“…competitors, academic institutions, consulting firms, and industry associations), and the integration of both sources plays vital role for organizational effectiveness (Choi, Poon, & Davis, 2008). Moreover, organizations that constantly owns, acquire and manage updated knowledge through proper 'KM' strategy may sustain a superior position among competitors (Sanchez et al, 2015). Previous studies have confirmed that 'KM' has a positive association with organizational performance, innovation and competitiveness (for example, Chadee & Raman, 2012;Hsiao, Chen, & Chang 2011).…”

Section: External-knowledge Management (E-km)mentioning

confidence: 99%

“…However, specific to the effect of external sources of knowledge in 'MI' seems underdeveloped in emerging economies (Chadee & Raman, 2012) like china. As, both tacit and explicit knowledge if managed through proper strategy, may become a key resource of competitive advantage (Sanchez, Marin, & Morales, 2015). Moreover, knowledge related to profitability and competitiveness inside and outside the organization is of being imperfectly known (Zhao et al, 2012).…”

Section: External-knowledge Management (E-km)mentioning

confidence: 99%

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

Ali¹,

Lei²,

Hussain³

2017

IBR

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For the competitive market, both talent management and knowledge management of employees are key primary resources in organizations. While it is well known that in today's emerging economy, intangible resources like knowledge and human capital seem as the soul of survival; few studies have examined the effect of external knowledge management and talent management strategies in Chinese manufacturing firms. This study tries to bridge this gap by examining the importance of external knowledge management and talent management, Moreover, how this consequence can affect in particular industry for the economic growth of China? Total 249 responses were collected through structured questionnaire from manufacturing organizations located in Shanghai and Suzhou, China. PLS-SEM techniques via Smart-PLS (3.2.4) software has been used to test and validate proposed model and the relationships among the hypothesized constructs. The findings of this study show that external knowledge management (E-KM) and talent management both contributes positively to the performance of manufacturing firms. Moreover, talent management as mechanism demonstrated strong mediation effects between E-KM and performance. In researchers' point of view and results revealed the evidence by linking E-KM with TM-OP and TM as a mechanism between E-KM and OP. Such insights may helpful for managers to target sustainable current and future growth of the organizations and also, to overcome the shortage of talented and qualified worker's issues in fast-growing emerging economies.

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The mediating effect of strategic human resource practices on knowledge management and firm performance

Cited by 52 publications

References 80 publications

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Impacts of Leadership on Project-Based Organizational Innovation Performance: The Mediator of Knowledge Sharing and Moderator of Social Capital

Human Resource Management Practice, Knowledge Management Guidance and Enterprise Performance

Relationship of External Knowledge Management and Performance of Chinese Manufacturing Firms: The Mediating Role of Talent Management

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