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The purpose of the cross-cultural study is three-fold – (1) to examine the effect of agile strategic human resource management (ASHRM) practices for each stage of the employee life-cycle on employee outcomes, (2) to investigate employee outcomes – organisational outcome linkage and (3) to explore the link between organisational outcomes and shared values to society.

The research used random sampling to select 674 managers (358 from India and 316 from Thailand) who work in food processing firms. A structured questionnaire was administered to the respondents separately for collecting data. The authors used PLS-SEM to verify the study hypotheses and related research models.

The multi-group analysis (MGA) results indicated a significant difference in agile SHRM practices, employee outcomes, organisational outcomes and shared values in the Indian and Thai samples. However, the difference in the impact of the organisational outcome on shared values to society was found to be insignificant, suggesting that organisational outcome had a similar impact on shared values in both countries.

The agile strategic HR practices, especially talent acquisition, learning and development, reward and recognition, must be aligned to suit country-specific culture for improving job satisfaction, employee engagement and employee productivity, which would result in improved organisational outcomes such as profitability and customer satisfaction, ultimately enhancing shared values to society. This comparative analysis would also help the Indian and Thai food sectors develop new strategies or alter existing ones in light of the ASHRM model.

The study provides an innovative ASHRM framework from a cross-cultural perspective, which may help organisations to adopt agile talent acquisition, career development and separation strategies to thrive in the turbulent international business environment.

This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.

A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.

The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.

A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.

This paper investigates the interactional relationships between sustainable human resource management (SHRM) and organizational performance (OP). Sustainable HRM is an approach that links HRM and sustainability. These studies focused on integrating HR with sustainable developments, such as economic and social aspects, in favour of focusing on the environmental aspect. Organizational change is an ongoing process that has to be managed effectively to keep the change in place for a long time.

A framework was offered to estimate the cause-and-effect relation of the SHRM and OP factors. Data is gathered from professionals from various pharmaceutical industries. This study applied two methods, Fuzzy AHP and DEMATEL Type II. These techniques are used to understand the cause-and-effect factors and their interactions.

It was observed from the findings that the factor of SHRM, such as Social Justice (F2), Green Job Design (F5), Green Training (F6) and Implementation of Green Policy (F8), was the most critical for the pharmaceutical sector that effects Financial performance (F13), Customer Satisfaction (F15) and Market performance (F14). Pharmaceutical firms ought to coordinate public health advocacy efforts, engage in healthcare initiatives and provide financial support for environmentally friendly efforts that improve social and economic conditions.

For this sustainability, managers concentrate on creating an environment that is healthy and acceptable, and they work hard to mitigate the impact of natural factors and repair damage done to the environment; it is essential to move towards sustainable development to resolve environmental problems. Improving HR efficiency is among essential HRM responsibilities, as they expand the knowledge base of the workforce, enhance human capital, and eventually create valuable intangible assets and promote and encourage sustainable pharmaceutical products for some years.

This research paper has presented exclusive worth to the SHRM and organizational performance literature as it employs fuzzy FAHP and DEMATEL type 2. There is less research on SHRM in the pharmaceutical sector with these factors. In addition, FAHP and TYPE 2 DEMATEL are used in very few researches on SHRM approaches.

This meta-analytical review aims to clarify the relationships between three bundles of human resource management (HRM) practices—competency-enhancing, motivation-enhancing and opportunity-enhancing—and organizational innovation by addressing two questions: (a) Which types of HRM bundles are most strongly related to different forms of innovation (i.e. process and product innovation)? And (b) Which mechanism provides a stronger explanation for the positive effects of HRM bundles on innovation?

Based on data from 103 studies, a meta-analysis was conducted to quantitatively summarize existing HRM–innovation studies at the organizational level.

The results showed that the competency-enhancing bundle was more positively related to product innovation than the motivation-enhancing and opportunity-enhancing bundles. The opportunity-enhancing bundle was most strongly associated with process innovation. The authors further found that knowledge management capability (KMC) and employee motivation mediated the positive relationship between the three HRM bundles and innovation outcomes. In comparing the two mechanisms, this review suggests that KMC better explains both the impact of the competency-enhancing HRM bundle on product innovation and the effect of the opportunity-enhancing bundle on process innovation.

Based on behavioral and knowledge management perspectives, this study takes a sub-bundle approach to providing an integrative review by comparing the direct effects and mediating paths of HRM bundles on product and process innovation.

This study aims to explore the unique and synergistic effects of green human resource management (GHRM) and corporate environmental ethics (CEE) on the environmental performance (EP) of manufacturing small and medium-sized enterprises (SMEs) in Yemen, a less developed country (LDC).

Through a cross-sectional survey design, data were collected from 262 manufacturing SMEs in Yemen and analyzed using “hierarchical regression analysis” via PROCESS Macro.

The empirical results showed that GHRM and CEE positively affect EP and, more importantly, that CEE and GHRM have a synergistic effect on EP.

This study makes a theoretical contribution by integrating GHRM, CEE and EP into a single framework, taking into account the perspectives of the resource-based view and the ethical theory of organizing. The results corroborate the unique and synergistic effects of GHRM and CEE on EP of SMEs in the manufacturing sector.

The results of this study offer valuable insights for SME managers/decision-makers, who are anticipated to become more interested in integrating environmental ethics into their companies. This has implications that with the consideration of CEE, SMEs can benefit from GHRM practices to improve their EP.

The study highlights the positive economic and social impact of SMEs adopting eco-friendly practices like GRHM. In today’s economy, it is not sufficient to simply strive for economic growth. It is possible for SMEs to achieve well-rounded performance by implementing the recommended framework that emphasizes the importance of social and environmental well-being.

This study advances the existing work on the impact of GHRM on EP by demonstrating the crucial role of CEE in predicting EP of manufacturing SMEs in LDCs like Yemen. Previous research on GHRM has mainly been conducted on SMEs in developed nations, which may not be entirely applicable to LDCs. It is crucial to understand this aspect in the context of LDCs so that SMEs can adopt environmental practices effectively in the future: how SMEs conserve the environment through their environmental practices.

Given the increasingly important role of knowledge capital on key outcomes and innovation capabilities of organizations, this paper aims to investigate the influences of knowledge-based human resource management (KHRM) practices on innovation capability of firms via mediating role of knowledge sharing (KS). This study also examines whether competitive intensity moderates the effects of KS behaviors on specific aspects of innovation capability, namely, product and process innovation.

This paper used structural equation modeling to examine the level of how KHRM practices and KS impact on two types of innovation capability, namely, product innovation and process innovation using data collected from 265 participants in 112 manufacturing and service firms in Vietnam.

The research findings confirm the mediating roles of KS behaviors between KHRM practices and two specific types of innovation. Besides, the paper first reveals the moderating role of competitive intensity in the relationships between KS and product innovation. The results underline the necessity of building a climate of KHRM practices to stimulate employees sharing knowledge, which, in turn, positively promotes innovation capabilities in an organization.

Future research should investigate the impact of different forms of human resource management (HRM) practices on innovation via the mediating effects of certain aspects of KS to bring better understanding on the importance of HRM practices and knowledge resources in pursuing innovation competence.

This paper offers leaders a deeper understanding of potential effects of competitive intensity and environmental factors to promote innovation capabilities in their firms.

This paper has significant contributed to theoretical and practical initiatives on theory of HRM practices and knowledge management by showing different moderating and mediating mechanism thereby firms can follow to enhance innovation capability of firms in developing and emerging markets.

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.

This study aims to examine the connection between scholars' research performance and the multidisciplinary nature of their collaborative research. Furthermore, in response to mixed results regarding the effects of multidisciplinarity on research performance, this study explores how human resource management (HRM) practices may moderate this link.

The authors built a model based on the theoretical arguments and empirical evidence found in the review of diversity and HRM literature. The authors also performed a quantitative study based on a sample of scholars in the field of management. Different econometric estimations were used to test the proposed model.

The results of this empirical analysis suggest that multidisciplinary research has a non-linear effect on research performance. Certain HRM practices, such as development and collaboration, moderated the curvilinear relationship between multidisciplinarity and performance, displacing the optimum to allow higher performance at higher levels of multidisciplinary research.

The paper provides advances on previous works studying the curvilinear relationship between multidisciplinarity and the researchers' performance, confirming that multidisciplinarity is beneficial up to a threshold beyond which these benefits are attenuated. In addition, the findings shed light on important issues related to team-oriented HRM practices associated with the outcomes of multidisciplinary research.

This paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility.

This study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses.

The findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes.

Recent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

This study focuses on HR practices that foster employee engagement during Covid-19. Companies in transition economies are particularly vulnerable to crisis and downsizing and other recessionary practices are frequently used.

Drawing on the model of caring human resource management, we utilise interviews with human resource representatives of 10 banks in the transition economy of Bosnia and Herzegovina. We analyse the banks at two different times to demonstrate how and why companies adapt their HR practices.

Our findings show a changing mindset in the deployment of highly context-specific HR practices. Strengthening company culture through a sense of community and communication ensure stability and continuity in work. Rather than layoffs, flexible work has become standard.

By highlighting the interplay between HR practices and employee engagement, we contribute to the discussion on engagement in exceptional circumstances and challenging settings and demonstrate how caring responsibilities “migrate” into HR practices in the professional context of a transition economy.

We propose a context-specific “protective caring approach” to foster employee engagement during crises.