A framework for integrating strategic HR and knowledge management for innovation performance

Abstract

Purpose

Organizations that resort to knowledge management (KM) for innovation need to align their organizational strategies for KM success. The purpose of this paper is to develop a conceptual framework depicting the alignment of strategic HR practices with organizational culture and strategy. This alignment posits to leverage KM processes for improving innovation performance in organizations.

Design/methodology/approach

Drawing from configurational–contingent HR perspective, this paper reviews the literature critically to identify the role and relationship among strategic HR practices, organizational culture and business strategy in contributing to KM process and innovation.

Findings

Complementarity between strategic HR practices with business strategy and organizational culture can create a synergistic effect on the KM process for improved innovation performance.

Research limitations/implications

This paper is theoretical. To validate the proposed conceptual framework, it needs empirical verification by future studies.

Practical implications

Managements should configure their HR practices with strategy and enable a knowledge-oriented culture to develop employee capabilities, creating intellectual assets for bringing more innovativeness in organizations.

Originality/value

The paper addresses the gap by relating strategic HR practices, strategy and culture in KM context with firm innovation in a comprehensive model. It is among the few studies to critically review strategic human resource practices-KM relationship from contingent–configurational HR perspective, relevant for HR managers in the current knowledge-based organizations.

Citation

Trivedi, K. and Srivastava, K.B.L. (2021), "A framework for integrating strategic HR and knowledge management for innovation performance", Strategic HR Review, Vol. 20 No. 1, pp. 11-16. https://doi.org/10.1108/SHR-08-2020-0076