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This paper aims to examine two indirect mechanisms through which employees' perceptions of high-performance work systems (HPWS) foster employees' innovative behaviour (IB). Particularly, this study analyses the sequential mediating role of work engagement and knowledge-sharing in this relationship at the individual level.

Using researchers and professors working at a Spanish state university as an empirical sample and applying partial least squares structural equation modelling (PLS-SEM), the authors test hypotheses regarding the impact of the indirect and sequential effect of engagement and knowledge-sharing on the relationship between employees' perceptions of HPWS and IB.

Findings indicate the existence of a sequential mediating effect of work engagement and knowledge-sharing. The authors' results suggest that the existence of engagement is necessary for the influence of HPWS on IB to become effective.

The authors' results also highlighted the importance of suitable design and implementation for HPWS so that employees feel motivated and dedicated to their work.

The authors' findings contribute to the understanding of the mechanisms by which HPWS enhance employees' IB, and the results are especially salient in advancing the theoretical understanding of how HPWS, engagement and knowledge-sharing are relevant variables for IB.

本文擬探討兩個間接機制,透過這兩個機制,僱員對高績效工作系統的看法,會促進其創新行為。具體地說,本文擬分析在個人層面上,工作參與和知識共享在高績效工作系統與創新行為之間的關係中所扮演的有序中介角色 。

我們以於一所西班牙州立大學工作的研究人員和教授為實證樣本,並使用偏最小平方法的結構方程模型 (PLS-SEM) 來進行研究。研究乃對一些假設進行試驗。這些假設,是關於工作參與和知識共享對高績效工作系統與創新行為之間關係的間接順序效應之影響。

研究結果顯示、工作參與和知識共享有其有序的中介效應。

我們的研究結果暗示、若要使高績效工作系統能有效地影響創新行為,工作參與是不可或缺的。

研究結果也強調了若要僱員盡心盡力、抱有積極的工作態度,企業必須設計合適的高績效工作系統,並予以有效的執行。

本研究的結果,幫助我們了解高績效工作系統能增強僱員創新行為的機制; 更重要的是,研究結果促進了我們對高績效工作系統、工作參與和知識共享作為創新行為的相關變數的理論理解。

The purpose of this paper is to examine the underlying mechanism through which high-performance work system (HPWS) influences employee creativity. In addition, this paper aims to examine contingent factors in the relationship between perceived organisational support and employee creativity.

The sample of the study included 268 employees and matched supervisors from two pesticide chemical companies in China. Hypotheses were tested with linear regressions.

The study shows that HPWS enhances perceived organisational support, which in turn promotes employee creativity. Moreover, the results also indicate that devolved management positively moderates the relationship between perceived organisational support and employee creativity.

The unique environment of China may limit the generalisability of the findings. Future studies can extend these findings by conducting studies in other societal contexts.

When trying to inspire employee creativity, organisations need to pay attention to employees’ perception of organisational support. One way of enhancing perceived organisational support is to implement HPWS. In addition, organisations need to encourage devolved management in order to inspire more creative behaviours.

This is the first study that explores the mediating role of perceived organisational support in the HPWS-employee creativity linkage. In addition, the study provides what is believed to be the first test of the moderating role of devolved management.

The purpose of this paper is to discuss relationships between high-performance work systems (HPWSs) and productive/counterproductive behaviours initiated and performed by employees. Using the ability, motivation and opportunities (AMO) theoretical framework, the authors described how an HPWS influences employee behaviours. The authors suggest that HPWSs could increase productive work behaviour and decrease counterproductive behaviours by mediating employees' affective commitment and moderating their self-efficacy.

This study is based on data from 563 questionnaires, which were completed using the computer-assisted telephone interview method. The respondents were knowledge workers, representing companies of various sizes in the Knowledge-Intensive Business Service (KIBS) sector in Poland. Statistical verification of the mediation and moderation analyses was conducted with macro PROCESS (ver. 3.3).

This research confirmed a significant statistical relationship between all examined variables. It has been shown that HPWSs influence productive and counterproductive behaviours both directly and indirectly through mediation of affective commitment. The statistical analysis also confirmed the study’s hypothesis that self-efficacy moderates relationships between an HPWS and employee behaviours.

This study has two limitations: its cross-sectional design and the use of self-reported questionnaire data.

This study is the first to explore mediating mechanisms between HPWSs and employee performance in the context of the KIBS companies in Poland. The results indicate that HPWSs are important antecedents of productive and counterproductive behaviours among knowledge workers.

The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected.

Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language.

Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation.

The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated.

Contribution to comprehend the black box and areas for future research has been offered.

Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country.

Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants.

We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure.

To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

The purpose of this paper is to consolidate the state of extant academic research on workplace innovation (WI) by proposing a comprehensive conceptual framework and outlining research traditions on the phenomenon.

This paper systematically reviewed the literature published over the past 20 years, basing on a predefined research protocol. The dimensions of WI were explored with the help of thematic synthesis, while the research perspectives were studied by means of textual narrative synthesis.

The analysis suggests that there exist four research traditions on WI – built container, humanized landscape, socio-material macro-actor, and polyadic network – and each of them comprises its own set of assumptions, foci of study, and ontological bases. The findings suggest that WI is a heterogeneous process of renovation occurring in eight different dimensions, namely work system, workplace democracy, high-tech application, workplace boundaries, workspaces, people practices, workplace experience, and workplace culture. The analysis showed that over years the meaning of innovation within these dimensions changed, therefore it is argued that research should account for the variability of these categories.

The paper includes implications for developing and implementing WI programs. Moreover, it discusses the role of HR in the WI process.

This paper for the first time systematically reviews literature on the topic of WI, clarifies the concept and discusses directions and implications for the future research.

Although there is growing research on the relationship between servant leadership and job performance, limited research examined conditions under which servant leadership is more effective. The purpose of this paper is to investigate whether employee-oriented human resource policy is shaping the relation between servant leadership and job performance.

Empirical research was carried out among 263 organizations operating in Poland. To verify formulated hypotheses, statistical reasoning with moderator was made using model 1 of SPSS Macro Process.

The present study has proved that employee-oriented human resource policy may act as a moderator between servant leadership and job performance strengthening this relation. Integrating human resource policy with leadership is important to reach a better understanding of how human resource and leadership can influence employee performance.

The current study provides a practical implication for organizations to train managers with leadership skills to improve the job performance of their employees.

The purpose of this paper is to examine the role of innovative HR practices as an important mechanism through which strategic flexibility affects firm performance as well as the role of female leadership in this relationship.

Data were gathered from a sample of 113 firms in China. The authors collected information on organizational strategy, HR practices, CEO information, corporate social responsibility and other firm characteristics in terms of firm age, location, and financial performance. Conditional procedural analysis was conducted to test the model.

The authors found strong evidence in support of the mediation relationship in which organizations with a strong focus on strategic flexibility are more likely to adopt Innovative HR Practices. Furthermore, the authors found that the extent to which firms have adopted innovative HR practices has a strong effect on employee productivity. In addition, the authors found that female leadership enhances strategic flexibility-performance relationship.

Information on strategic flexibility, HR practices and firm performance was collected at the same time. Future studies based on panel data would be helpful to establish the causal relationships in the model.

The authors’ findings suggest that practitioners should put more emphasis on developing innovative HR practices, as they are required by strategic flexibility.

Firms pursuing strategic flexibility should feel more confident when appointing a female CEO, because the results show that female leadership may enhance the positive impact of strategic flexibility on firm performance.

This research study is the first empirical examination of the mediating influence of innovative HR practices on the relationship between strategic flexibility and firm performance. The study also shows that female leadership benefits an organization in implementing strategic flexibility. The results are of value to researchers, human resource management managers, employees, and executives who are seeking to develop practices that are flexible and innovative in order to stay competitive in dynamic environments.

The purpose of the article is to analyze how physicians and nurses, as the two major health care professions, experience psychological empowerment for managerial work.

The study was designed as a qualitative interview study at four primary care centers (PCCs) in Sweden. In total, 47 interviews were conducted, mainly with physicians and nurses. The first inductive analysis led us to the concept of psychological empowerment, which was used in the next deductive step of the analysis.

The study showed that both professions experienced self-determination for managerial work, but that nurses were more dependent on structural empowerment. Nurses experienced that they had competence for managerial work, whereas physicians were more ignorant of such competence. Nurses used managerial work to create impact on the conditions for their clinical work, whereas physicians experienced impact independently. Both nurses and physicians experienced managerial work as meaningful, but less meaningful than nurses and physicians' clinical work.

For an effective health care system, structural changes in terms of positions, roles, and responsibilities can be an important route for especially nurses' psychological empowerment.

The qualitative method provided a complementary understanding of psychological empowerment on how psychological empowerment interacted with other factors. One such aspect was nurses' higher dependence on structural empowerment, but the most important aspect was that both physicians and nurses experienced that managerial work was less meaningful than clinical work. This implies that psychological empowerment for managerial work may only make a difference if psychological empowerment does not compete with physicians' and nurses' clinical work.

The purpose of this study is to assess the effect of perceived role clarity on innovative work behavior (IWB) through the mediation of intrinsic motivation and job involvement.

The data were gathered from 613 employees belonging to 196 organizations operating in India. Data were analyzed using statistical tools such as exploratory and confirmatory factor analysis, multiple regressions and bootstrapping via PROCESS.

Initially, the results of correlation and multiple regression analyses indicated that the perceived role clarity has positive relation with intrinsic motivation, job involvement and IWB. Further, bootstrap analysis revealed that intrinsic motivation and job involvement individually and serially mediate the effect of perceived role clarity on IWB.

The study highlights the importance of the perceived role clarity in developing positive work attitudes and innovative behavior among employees. Self-reported survey and cross-sectional design are the limitations of the current study.

The study suggests that organizations should strive constantly to enhance perceptions of role clarity among employees so that they remain motivated and involved in their jobs and exhibit innovative behavior at work.

To the best of the authors’ knowledge, this is the only study to test the impact of perceived role clarity on IWB with the serial mediation of intrinsic motivation and job involvement.