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The paper aims to develop and validate an instrument to measure users’ perceptions of online personalized advertising.

First, we identified 12 different aspects of online personalized advertisement and formulated candidate items through a literature review. A card sorting study and expert review were conducted to generate the initial scale items. We then conducted one survey (n = 308) to create a reliable measurement instrument and another (n = 296) to validate the instrument. Finally, we tested how the dimensions of the OPAD-Perception Framework can be used to differentiate between different levels of ad sensitivity, control/no control over the ad personalization process, and different levels of granularity of ad explanation.

The resulting OPAD-Perception Framework contains 49 Likert-formatted questions measuring ten distinct dimensions of online personalized advertising: reliability, usefulness, transparency, interactivity, targeting accuracy, accountability, creepiness, willingness to rely on, self-actualization, and persuasion.

The OPAD-Perception Framework can serve as a powerful tool to measure users’ attitudes toward online personalized advertising. This will enable advertisers and social media platforms to better support users’ privacy expectations and provide user-friendly interfaces for controlling the ad personalization process.

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.

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.

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

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

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.

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.