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1 – 3 of 3Phong Ba Le and Than Thanh Son
The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and…
Abstract
Purpose
The purpose of this paper is to investigate the mediating roles of tacit and explicit knowledge sharing (KS) in linking the relationship between knowledge-based HRM practices and innovation competence of firms. This study also explores the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation competence namely radical innovation and incremental innovation.
Design/methodology/approach
The paper applied the quantitative approach and structural equation modeling to examine the correlation among the latent constructs based on the survey data collected from 293 participants in 115 firms.
Findings
The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and aspects of innovation competence. It highlights the important role of market turbulence in stimulating the influence of KS behaviors on innovation capabilities.
Research limitations/implications
Future research should investigate the impact of knowledge-based HRM practices on innovation capability via the mediating effects of knowledge management processes to bring better understanding of the importance of knowledge resources in organizations.
Originality/value
The paper significantly contributes to increasing knowledge and insights into the antecedent role of knowledge-based HRM practices, the mediating role of KS behaviors as well as the moderating role of market turbulence in fostering radical and incremental innovation, thereby advancing the body of comprehension of knowledge-based resources and innovation theory.
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Keywords
Phong Ba Le and Sy Van Ha
Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM…
Abstract
Purpose
Given the important role of knowledge resource for firms to pursuit innovation, this paper aims to investigate the influence of knowledge-based human resource management (HRM) practices on innovation performance through the mediating roles of tacit and explicit knowledge sharing (KS). This study also explores the potential moderating role of perceived organizational supports (POSs) in fostering the KS–innovation relationship of firms in the developing and emerging markets.
Design/methodology/approach
The relationship among the latent variables is empirically examined through 289 employees from 118 manufacturing and service firms. Confirmatory factor analysis and structural equation modeling were performed to validate the constructs and estimate the regression coefficients of relationships.
Findings
The empirical findings of this study support the mediating role of KS behaviors in the relationship between knowledge-based HRM practices and innovation performance. It highlights the important role of POSs in stimulating the influence of KS behaviors on innovation performance.
Research limitations/implications
Future research should investigate the impact of knowledge-based HRM practices on specific forms of innovation via the mediating effects of knowledge management processes to bring better understanding on the importance of knowledge resources in pursuing innovation competence.
Originality/value
The paper significantly contributes to enhancing understanding of the antecedent role of knowledge-based HRM practices in fostering KS behaviors and innovation performance under the moderating effects of POSs. Generally, it advances the body of comprehension of knowledge-based resources and innovation theory.
Details
Keywords
Given the increasingly important role of knowledge capital on key outcomes and innovation capabilities of organizations, this paper aims to investigate the influences of…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Research limitations/implications
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.
Practical implications
This paper offers leaders a deeper understanding of potential effects of competitive intensity and environmental factors to promote innovation capabilities in their firms.
Originality/value
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.
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