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Collaborative projects are useful tools for learning and innovation. However, there is an associated cost – knowledge leakage, which is theoretically linked to challenging organizational competitiveness. The purpose of this study is to examine whether knowledge-oriented human resource (HR) management practices can protect organizations from the adverse effect of knowledge leakage while investigating the moderating role of knowledge-oriented HR management practices.

This study uses mixed methods involving collection of qualitative data through 13 qualitative interviews and quantitative data through 398 survey questionnaires. SPSS 23 and Process Macro 3.1 have been applied to test the hypotheses.

The study finds that knowledge leakage adversely affects organizational competitiveness, whereas the effect of knowledge-oriented HR management practices on organizational competitiveness is positive. Further, knowledge-oriented HR practices negatively and significantly moderate the relationship between knowledge leakage and organizational competitiveness. As the strength of the moderator increases, the effect of knowledge leakage tends to diminish. Besides, demographic factors (age of the firm and industry type) do not influence the organizational competitiveness.

This study has several theoretical contributions; first, it contributes to knowledge-based view by empirically establishing the adverse effect of knowledge leakage on organizational competitiveness. Second, knowledge-oriented HR management practices increase organizational competitiveness, which is contribution to HR management literature. Lastly, knowledge-oriented HR management practices protect organizational competitiveness from the adversaries of knowledge leakage, which is contribution to strategic management literature.

Practitioners must invest in knowledge-oriented HR management practices such as human-to-human knowledge transfer among the workers. It will increase firm-level knowledge base that will positively contribute to organizational competitiveness. In addition, such practices can evade the hostile effect of knowledge leakage.

The conceptual model is novel as this is the first study to establish (1) the empirical relationship of knowledge-oriented HR management practices and organizational competitiveness and (2) the moderating effect of knowledge-oriented HR management practices between knowledge leakage and organizational competitiveness.

This paper aims to study the effect of HRM practices on the knowledge management process, focusing on HRM practices both in isolation and forming a knowledge‐oriented HR system.

After reviewing the relevant literature, the paper empirically analyzes the relationship between knowledge‐oriented HR practices and the processes of knowledge acquisition, distribution, interpretation and storing, using a sample of 701 firms.

Findings provide evidence of a positive relationship between the adoption of a knowledge‐oriented HR system and each of the knowledge management processes, but also show that the HRM practices comprising that system have different effects on the knowledge management processes.

The main limitations of this paper are the cross‐sectional design of the empirical research and the fact that data were collected from one source only.

Findings can guide managers hoping to enhance the development of organizational knowledge. They show that HRM practices may foster all the knowledge management process when they are adopted jointly, as a system of consistent knowledge‐oriented HRM practices. The paper also suggests some particular HRM practices that systems should include.

Although literature suggests that HRM can play a key role in knowledge management, little empirical research has explicitly examined the relationship between HRM and each of the knowledge management processes – that is the main purpose of this paper. In addition, the paper defines which practices should be included in a knowledge‐oriented HR system.

This study aims to examine the direct link between strategic human resource practices (SHRPs) and knowledge-oriented human resource practices (KHRPs) to determine their complementarity for promoting knowledge management (KM) activities.

The authors collected data from 387 employees working in top 20 IT and consulting firms in India through a questionnaire survey. Data is analysed using exploratory factor analysis and regression technique.

SHRPs have a significant and positive relationship with KHRPs, suggesting SHRPs have a positive predictive capacity for influencing KHRPs. It suggests there needs to be internal alignment between the core human resource (HR) practices and knowledge-based HR activities to promote KM. It shows that core HR practices of hiring, training, job design, performance and compensation management facilitate knowledge sharing and creation through HR practices.

The cross-sectional design limits its ability to reflect cause–effect relationship, and further studies can adopt a longitudinal design. Further research can explore other different HR configurations on KHRP.

The study explored the suitability of core HR practices with knowledge-based HR practices theoretically contributing to the HR configurational internal fit perspective, and KM literature. Practically, it suggests firms to consider core HR practices while designing organizations’ KM strategies. In the context of knowledge-intensive organizations, the study applies the HR configurational fit perspective that purports synergistic relationship among the various HR sub-systems for achieving organizational goals.

The purpose of this paper is to analyze how organizational factors such as cultural values, leadership and human resource (HR) practices influence knowledge exploration and exploitation practices and innovation via an empirical study.

From the knowledge‐based view of the firm, six hypotheses were established and statistically tested in a sample of 111 Spanish companies belonging to innovative industries. Survey methodology was used with the aim of gathering data regarding knowledge management (KM) practices and certain, related organizational aspects in firms.

This paper provides evidence of a moderating effect of knowledge‐centered culture, knowledge‐oriented leadership and knowledge‐centered HR practices in the relationship between knowledge exploration and exploitation practices and innovation outcomes of companies. In line with previous literature, it is suggested that although KM practices are important on their own for innovation purposes, when certain enablers – organizational factors to overcome human barriers to KM – are properly established, the innovation capacity of the firm can be more successfully exploited.

The research is limited to high rate innovation industries. Future studies will include other industries and a more diverse sample of firms.

The results of this study suggest that managers should place attention on knowledge exploration and exploitation practices along with several organizational enablers in order to achieve high levels of innovation results for the company.

This paper provides new empirical evidence on the relationships between KM, organizational elements such as culture, leadership, HR practices, and innovation in a large sample of firms. To date, the empirical research of these relations has been mainly limited to descriptive case studies and there is thus a lack of empirical evidence with large samples of firms.

The purpose of this paper is to investigate the relationship between human resource management (HRM) practices bundles and organizational commitment, and find answers for questions on which of these bundles contribute how to the employees’ performance and loyalty according to their demographic characteristics in maritime market.

Two separate surveys were applied to 104 employees of international maritime companies. Factor and reliability analyses were carried out to ensure the surveys’ validity and reliability. Then, correlation analysis was conducted to determine whether there is a relationship between HRM practices and organizational commitment. Finally, independent groups t-test was used to determine if perceptions of employees on HRM practices and their organizational commitment vary according to their demographic characteristics.

Moderate positive and negative linear relationships between HRM practices bundles and organizational commitment were found. Also, significant differences between the organizational commitment levels of employees and their perceptions on the effects of HRM practices to their performance were determined.

Surveys were conducted only on Turkish employees in maritime sector and companies only that published annual and social responsibility report were examined.

HR managers should pay attention on HRM practices bundles to increase the level of employee’s organizational commitment and performance. While doing this, they also should take their employees’ demographic characteristics on account. This study can give clues about management of employees with different perceptions on performance and commitment.

The authors add the literature by identifying the link between HRM practices bundles and organizational commitment. To the best of the authors’ knowledge, this is the first study, which reveals the link between HRM practices bundles and organizational commitment dimensions, separately. Also, an original new questionnaire was produced, which measures the employees’ perceptions on the effects of HRM practices to performance.