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This study sought to examine the detailed mechanism of employee perceptions of commitment-based human resource practices (CBHRPs) to employee knowledge-sharing behavior (i.e. knowledge collection and knowledge contribution) by unveiling the “black box” of trust in the workplace.

Based on data from 383 employees in China's Top Innovators in 2016, path analysis was used to test six hypotheses.

Employee perceptions of CBHRPs, namely, selection, incentives and training and development, were positively related to employees' trust in coworkers, supervisors and the organization, which in turn was positively related to employees' knowledge collection and contribution behavior. Trust in the workplace fully mediated the relationship between employee perceptions of CBHRPs and employee knowledge sharing. Among CBHRPs, training and development practices had the strongest effects on employees' knowledge-sharing behavior. Among trust, trust in coworkers was found to be the closest related to knowledge-sharing behavior. Knowledge contribution was more related to CBHRPs through trust than knowledge collection was.

Organizations can employ CBHRPs to enhance trust in the workplace and encourage employees to contribute toward and collect knowledge. Organizations need to pay more attention to employees' long-term investment, such as employee training and development. Organizations can perform human resource practices consistently and ensure that all employees are aware of practices in use to enhance employees' understanding of these practices.

This study provides a detailed understanding of the relationship between human resource management and knowledge sharing. It also presents new empirical evidence in the research fields of human resource management and knowledge management, with implications for the development of employees' knowledge-sharing behavior.

The objectives of this study is first to assess the effect of organizational antecedents on knowledge management capability and its effect on innovation strategy through the moderating effect of environmental dynamism.

The data were collected from SMEs in central region of Malaysia through a cross-sectional survey of 202 owners and analyzed through structural equation modeling using SmartPLS software.

The results show that while formal structure, selection policies, incentives and training and development policies have positive affect on knowledge management capability, there is no effect of innovation culture on knowledge management capability. Knowledge management capability has a positive and significant effect on innovation strategy. Interestingly, the findings show that environmental dynamism strengthens the positive effect of knowledge management capability on innovation strategy.

The findings of this study emphasize on the potential of collaboration among people for creating effective knowledge sharing in organizations and modalities in order to successfully design a collaborative knowledge-based work environment.

The model links organizational antecedents with knowledge management capability and the critical role of knowledge management capability on innovation strategy of SMEs considering environmental dynamism.

This study aims to shed light on the internal and external antecedents of open innovation (OI) in the context of small- and medium-sized enterprises (SMEs), with a special focus on the role of knowledge management (KM) capability. The paper develops and tests an integrative research model which assesses the effect of internal factors on KM capability; the impact of organizational and external factors, namely, KM capability and environmental dynamism, on OI; and whether environmental dynamism moderates the relationship between KM capability and OI.

Drawing on the knowledge-based view and the social exchange and the contingency theories, this paper develops an integrative research model which analyzes several relations between organizational antecedents of KM capability and its effect on OI by using covariance-based structural equation modeling on a data set of Spanish SMEs.

Results confirm that information technology-supported operations and commitment-based human resource practices have a positive and significant influence on KM capability. In contrast, results do not find support for the relationship between interdepartmental connectedness and KM capability, whereas both KM capability and environmental dynamism have a direct influence on OI.

This paper adds to existing research on OI, as it is the first study that addresses the critical role of KM capability for the implementation of OI.

Applying resource-based view and the configurational approach theory, this study seeks to understand the moderating role of age and gender between human resource practices and employee competencies relationship.

43 food processing firms of India participated in the study. Applying multilevel approach, the responses of 295 human resource managers and 3,557 employees were used for the analysis.

The human resource practices–employee competencies relationship was stronger in the case of young employees. Furthermore, the relationship was better in case of male employees over female employees. The results urge for greater attention toward age and gender diversity issues while tailoring human resource practices for enhancing employee skills. This article contributes the human resource management literature by exploring the role of age and gender, which has been used as the control variables as the moderating variables for governing the human resource practices–employee competencies relationship.

Special focus can be placed on extensive custom in-house training and development activities. Proper division of work can be done for new employees and experienced employees depending upon their learning capabilities. The firms can do so by either implementing formal or informal organizational structures to achieve full gains. Firms should focus largely on narrowing the development practices adopted for diverse age groups of workforce population. The four practices proposed by the Organization for Economic Cooperation and Development (2006) for ensuring effectiveness of development practices and its impact on old age employee effectiveness and attitude should be put in practice.

The originality of this study lies in its exploration of the intricate interplay among age, gender and human resource practices in shaping employee competencies. By understanding how these factors interact within the human resource practices–employee competencies framework, this research offers a unique perspective on the evolving workforce dynamics. It goes beyond the conventional human resource management strategies to uncover nuanced insights, shedding light on tailored approaches that consider the specific needs and aspirations of diverse employees. This innovative perspective contributes to a more inclusive, efficient and adaptable work environment, enriching both the academic understanding of human resources and the practical implementation of strategies for contemporary organizations.

This paper complements previous research on investment in firm-specific human capital by applying real options analysis. Our framework suggests that the parties receive valuable options to exit the contract when information becomes revealed in the future, but these options may be more valuable for one party than the other. Companies and workers attempt to reduce the value of the options through contractual mechanisms that either shift wealth to the party granting the option or prevent the option from being exercised. In both cases, the mechanisms cause the parties to invest in firm-specific capital, resulting in higher output and higher wages.

The purpose of this paper is to review current literature on knowledge management processes considering the relationship between the key knowledge processes of acquisition, sharing, storage, codification, creation, application and different types of innovation, through a systematic literature review.

This study follows systematic review protocols for management and organisational sciences and analyses 45 full papers on knowledge management processes and innovation.

Results not only show that all knowledge processes can directly support innovation but also that other organisational variables (e.g. organisational learning, absorptive capacity) mediate this relationship. Moreover, knowledge creation and knowledge application appear as two central processes through which knowledge acquisition, sharing, codification and storage influence innovation. Knowledge acquisition and knowledge sharing are the most frequently studied knowledge processes. The majority of the sample papers present traditional innovation definitions (product vs process, radical vs incremental and technical vs administrative). However, organisational innovation, innovation capability and innovation performance approaches emerge from the papers’ analysis.

The present review includes major scientific papers; however, the search is limited to the Web of Science^TM platform.

This literature review analyses high-quality, peer-reviewed papers, following a systematic methodology that can be tested and updated. Papers were divided based upon the knowledge process(es) being analysed and the innovation type/approach, providing a twofold contribution to knowledge management and innovation literature.

There is a growing trend of open innovation (OI) in small and middle enterprises (SMEs) these days, yet the implementation of OI in SMEs is a challenge because of their financial and resource constraints. This study aims to identify and analyze the past trends, barriers and outcomes and major factors influencing the implementation of OI in SMEs.

This review is based on 40 published articles from the Scopus database. It selects highly cited papers published from 2010 to 2019. The PRISMA statement template is used to explain the overall process of selection and rejections of the relevant articles.

The study contributes in two ways. First, through a comprehensive literature review, the authors highlight the overall development of the concept of OI in the literature over the past 10 years and highlight the findings of the significant studies. Second, the authors provide detailed representations of the OI literature by calculating yearly publications and identifying the SMEs which mostly implement OI practices, journals that publish a relevant article, OI-related publications in different disciplines and geographical locations in which most of the OI studies have been conducted. The study also reveals the most cited articles, journals and authors.

The authors conclude this paper with the argument that although much research has been done in the OI field, still there is a need to establish tools, models and methods that could facilitate SMEs in OI, especially for developing economies.

The purpose of this paper is to investigate the relationship between open innovation (OI) and radical and incremental innovation success in knowledge-based companies. The company’s human resources and organizational learning capability are considered as the fundamental nexus of this relationship.

At the conceptual level, the paper analyzes the relationships between dynamic capabilities and OI and between OI and innovation success. Fuzzy-set qualitative comparative analysis (fsQCA) was used to study how innovation is implemented in 29 companies.

FsQCA identifies combinations of factors that facilitate incremental innovations. These combinations reveal the path to implementing company policies that enable incremental innovation and foster radical innovation.

The nature of the study sample means that the findings should be generalized with precaution. The most valuable implication is the identification of combinations of factors that help companies manage innovation.

Scarce literature links organizational learning factors and OI to different types of innovation. The use of fsQCA to analyze the cases also marks a breakthrough in the innovation literature.

This paper aims to report on how an Administrative Division at a research‐intensive Australian university utilised feedback data from the Learning and Growth Survey, to initiate changes.

This paper refers to the actions taken by the Administrative Division to the results obtained from the Learning and Growth Survey. The questionnaire items are based on the “Balanced Scorecard” system outlined by Kaplan and Norton in 1996. It consists of a number of items identified as integral to effective growth and learning strategies for staff‐development. The questionnaire seeks staff perceptions of the individual items and how their needs are met in the current University management practices.

The results of this survey indicate that employees were willing to provide practical feedback on a range of dimensions, which they felt would assist improvement of their development and growth opportunities. Further, this paper demonstrates that in any exercise which involves collecting information on staff perceptions, staff not only expect that the data would be utilized constructively, but also that the institution would also make practical changes based on their feedback and that they would be informed about these changes.

This survey revealed that some of the feedback obtained from participants had limitations as to what actions could be taken within the Administrative Division because of the ramifications for institutional budgets. However, issues related to improvement of the learning and growth environment were possible to address through practical changes within the bounds of the Division's budget. Further, when conducting similar surveys among university staff, it is essential that anonymity of the participants is ensured. It is also vital that the purposes, outcomes, proposed actions and progress in implementation of these actions are well communicated to all the staff.

A growing number of tertiary institutions have recently started conducting surveys among their staff concerning the staff satisfaction with their work in the organisation(s). Despite this growing number of employee surveys, there is a lack of academic literature available describing how such surveys are conducted and the issues that institutions face when designing, implementing and evaluating these surveys. From the available information, it was also unclear what aspects of employee experience these surveys cover and whether they focus on staff learning and development. Therefore, this paper attempts to make a step in that direction by describing an employee survey regularly conducted among staff within administrative units at a large Australian University.

The purpose of this paper is to examine the implementation of a set of commitment-based HR practices and explores their impact on three categories of organizational outcomes.

Cross-sectional study based on a survey. Multiple regression analysis was applied to test the hypotheses proposed.

The results show that commitment-based HR practices make up a system that presents internal consistency and favours HR performance and operational outcomes, as well as contributing to financial outcomes through the mediator role of innovation.

The HR practices were measured based on the perception of only one informant per company, normally the manager.

This study makes it possible to draw relevant conclusions in a sector (hotel industry) that lacks references about the role of a system of commitment-based HR practices in achieving organizational outcomes. The use of a sample of homogeneous firms provides managers with valuable and specific information about the sector that can foster the adoption of commitment-based HR practices by hotel firms.

This paper contributes to better know how HR practices based on commitment foster employees’ willingness to engage in the strategic objectives established by the organization from the systems perspective. Furthermore the research contributes to the understanding of these practices in an important economic industry, such as it is the hospitality sector, in which research had traditionally placed little emphasis on this kind of analysis.