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The purpose of this paper is to understand the conception of strategic human resource practices (SHRPs) for establishing innovation performance (IP) in the tourist hotel industry. In this research, the author has also studied the influence of knowledge management capacity (KMC) as a mediator between the two and the role of environmental uncertainty (EU) in moderating the relation between SHRP and KMC.

Data were collected through survey method from the employees and managers of the tourist hotels in Jharkhand, India. Furthermore, 368 customer contact employees and 46 managers’ responses were analyzed using confirmatory factor analysis and SPSS macro named PROCESS.

The interpretation of the empirical results signifies SHRP influence on IP and KMC as a mediator between SHRP and IP. Additionally, the role of EU in positively mitigating the interaction between SHRP and KMC was seen.

The present research work adds to the subsisting literature by empirically fortifying the proposed hypotheses. Additionally, current studies focused on hospitality and tourism industry operating in a developed economy, the present study is an attempt to explore a comprehensive and theoretically grounded relationship between SHRP, KMC and IP with the help of resource-based view in an emerging economy.

The aim of this paper is to discuss the role of the economic revitalization programme, One District One Product (ODOP) implemented in the state of Uttar Pradesh of India in 2018, examine its strategy, and analyze its impact on employment generation, export promotion and economic growth of the state from 2018 to 2020.

Along with extensive literature, this paper uses case study approach for discussion. Arguments and facts are based on secondary data comprising of research by scholars, international agencies, government publications, websites, news reports, etc.

This paper presents positive impact of the systematically crafted ODOP programme. Nevertheless, for desired success, it signifies the inevitability of active participation and engagement of public that has always been a precarious subject in the literature of public administration and governance.

This paper offers a guiding live example for other states/countries to successfully implement ODOP programme which is a transformational step for realizing the true potential of each district. Strategies like ODOP may serve as an agent of change and be of immense help to governments in solving the problems of economic inequalities and regional imbalances.

As technology accelerates, the pace of innovation and product and process life cycles have significantly decreased. Firms seek to leverage their employees' efforts, particularly through knowledge-based HR practices and intellectual skills, to attain innovative performances. Despite extensive research, the scope and role of p-shaped skills have yet to be considered; this is an important oversight. Through the lens of a knowledge-based perspective, this study examines the association of knowledge-based HR practices, p-shaped skills and innovative performance.

This paper tested the hypotheses using data obtained from large and SMEs in Riyadh, Saudi. A partial least squares structural equation modeling (PLS-SEM) technique was applied to analyze the data.

The results of the PLS-SEM algorithm suggest that knowledge-based HR practices result in increased p-shaped skills, and p-shaped skills result in increased innovative performance. Accordingly, p-shaped skills mediate the association between knowledge-based HR practices and innovative performances.

This is among the first study to operationalize a p-shaped skills scale. The paper extends its functionality as a predictor for innovative performance and the outcome of knowledge-driven HR practices. This research offers valuable theoretical and practical implications.

The purpose of this paper is to try to profess that human resource management and knowledge are key antecedents, the amalgamation of which helps in developing the human capital (HC) which in turn generates employee’s service innovative behavior. Previous researches have studied the combination of human resource management (HRM) and knowledge perspective but not explicitly, there remains a significant gap and the HRM-innovative behavior literature remains unexplored.

SPSS 21, AMOS 21 and SAS 9.1 software were used to calculate the reliability of the scales, convergent, discriminant validity and overall fitness of the proposed model. SPSS macro called PROCESS was used to determine the indirect effect if any. Further, hierarchical linear modeling was performed to test the group level effect on the proposed model.

The research work confirms the role of knowledge-based human resource management (KHRM) practices as a precursor to HC, thus influencing the employee service innovative behavior when the person–organization fit is high rather than low. The literature has also elaborated on the central role of knowledge mechanisms in influencing a firm’s capability to support novel ideas and creative work patterns.

The present study has tried to investigate a very novel topic, i.e., KHRM practices whose literature are negligible. The research work has highlighted as to how KHRM practices which are basically non-tangible, rare, non-imitable can influence the innovative work-behavior of employees in a less knowledge-intensive industry such as the tourist hotels.

The present research work has tried to investigate the impact of workplace bullying (WB) on turnover intention (TI); the study has also analyzed the effect of psychological health (PH) and resilience (RS) indirectly as mediators in between WB and TI. Further, the role of perceived HRM as a moderator directly and through RS has been tested. The study has been carried in the context of Indian IT sector.

The analysis of the moderated mediation model was done through PLS-SEM, owing to the medium size of the sample. SmartPLS 3 was used to check on the psychometric principles if any for the measurement model and also adopt a two-step analysis for the proposed model.

The findings of the present study have validated the empirical model, showing a significant relationship in between the proposed constructs. WB had a positive impact on TI whereas PH and RS turned out to be partial mediators but there was no evidence as to which mediator had a larger impact. Further, perceived HRM served as a moderator in between WB and TI and also through RS.

The study is first of its kind which has tried to investigate an exhaustive mediated moderation model in the Indian IT sector. The study has postulated that it is not just the HRM content but the perceptions of employees toward HRM which can be beneficial in resolving sensitive issues such as WB and eventually turnover intents.

Among the various human resource practices (HRPs), high performance human resource practice (HPHRP) is gaining substantial importance both from academia as well as industry. Although HPHRP and its work related outcomes have been studied in the previous literature, none have tried to unveil the mediating and moderating factors which strengthen the relationship of HPHRP and organizational innovation (OI). The purpose of this paper is to observe the effect of HPHRP on OI in Indian information technology-information technology enabled services (IT-ITES) sector, where employee competency (EC) is proposed as a mediator and climate for innovation (CI) as a moderator.

The methodology used for data collection was through survey questionnaires. For a good model fit and empirical validation of the proposed model confirmatory factor analysis was done and SPSS macro, PROCESS was used for further analysis.

Results showed that HPHRP has an influence on OI wherein ECs mediate the relationship between HPHRP and OI, additionally CI positively mitigates the interaction between HPHRP and ECs.

The present study is the first of its kind which has empirically examined the mediation/moderation interactions between HPHRPs, ECs, CI and OI in Indian IT-ITES sector. The present research has also responded to the calls of previous research by identifying as to how HRPs create a context for innovative performances.

This study attempts to analyse and rank the impact of work-related issues arising within the Indian construction industry in the context of the existing pandemic. Furthermore, this is the first attempt to provide strategies to overcome issues among a workforce that is highly contractual in nature and is currently witnessing the uncertainties of the pandemic's aftermath. To the best of the author's knowledge, few studies have highlighted the combined analysis of job insecurity, psychological stress and emotional exhaustion in the Indian construction industry.

The “Best Worst Methodology” (BWM) has been used in this study to analyse and rank the key factors that eliminate negative characteristics among contractual construction employees. The BWM, outlined by Rezaei (2015, 2016), is a popular “multi-criteria decision analysis technique” due to its advantage of consistent results and lesser pairwise data requirements.

The study identified and ranked the socioeconomic impact of the three waves of the COVID-19 pandemic on construction sector employees in the Indian subcontinent. The results indicate that job insecurity has the most prominent impact, which ultimately produces psychological stress and emotional exhaustion among employees.

To achieve the objective of identifying and prioritising the criteria of adverse socioeconomic impacts during the pandemic and outlining plans of action for the construction industry, ten experts (civil engineers/managers) from ten different construction projects were involved in a mixed-method case study, which has never been explored in the Indian construction sector.

Higher education institutions, particularly in developing countries, are striving for superior innovation performance to cope with the challenges of contemporary educational environment. Drawing on the knowledge management capability model and knowledge-based view of firms, this study aims to determine the impact of knowledge management enablers, namely, top management knowledge value, knowledge-oriented culture and knowledge-based rewards, on innovation speed and quality and assessing the mediating role of knowledge sharing process.

Data are collected from 234 academics of higher education institutions in Pakistan and analyzed through the partial least squares structural equation modeling technique.

The results indicate that top management knowledge value and knowledge-based rewards have a positive effect on innovation speed and quality. Although knowledge-oriented culture also contributes to innovation quality, it does not influence the innovation speed. Moreover, the knowledge sharing process mediates the effect of all these knowledge management enablers on innovation speed and quality.

This study underscores the importance of three key knowledge management enablers in higher education institutions. The findings of this study suggest that signaling knowledge value from the top management, fostering knowledge-oriented culture and enacting a knowledge-based reward system are critical in facilitating knowledge sharing process and enhancing innovation speed and quality in higher education institutions.

This is among one of the earlier studies that investigates the influence of top management knowledge value, knowledge-oriented culture and knowledge-based rewards on innovation speed and quality, particularly in higher education institutions, and determines the mediating role of the knowledge sharing process.

This study examines the impact of perceived human resource management practices on talent turnover intention, with work engagement mediating and self-efficacy moderating the relationship. It examines how employees' perceptions of pay satisfaction, empowerment, participation and communication are related to their turnover intentions.

A total of 283 valid questionnaires from UAE government employees were used for data analysis. Partial least squares structural equation modeling (PLS-SEM) was used to examine the proposed hypothesis.

The results reveal that employees' perceptions of pay satisfaction, empowerment, participation and communication are significant contributors to work engagement. The findings further demonstrate that work engagement significantly negatively affects talent turnover intention and acts as a mediator between employees' perceptions of individual human resource management practices and talent turnover intention. However, the results contradict the hypothesis that self-efficacy moderates the association between work engagement and talent turnover intention.

This study focuses on the impact of perceived human resource management practices on talent turnover intention, an area that has received limited attention in literature. By focusing on perceived human resource management practices, this study illuminates employees' subjective experiences and how they perceive human resource management practices intended to reduce talent turnover intention. The inclusion of the mediating effect of work engagement offers a more profound understanding of how employees' perceptions of human resource management practices influence their turnover intentions. This comprehensive approach to understanding the interplay between these variables provides valuable insights for organizations seeking to improve their human resource management practices and talent turnover intention.

The study examines the effect of human and social capital-supporting human resource (HR) practices and structural capital-supporting culture on innovativeness and the mediating role of knowledge management (KM) processes in the knowledge-intensive Indian IT sector.

Using a quantitative approach, the authors collected data from 387 employees in 30 IT organizations via a questionnaire survey. The authors analyzed data using structural equational modeling using AMOS 26.

The results indicate complete mediation of KM processes between human capital-HR (HCHRP), social capital HR (SCHRP), bureaucratic culture (BOC) space and innovativeness. KM processes partially mediated the effect of innovative-competitive culture (IOC) on innovativeness. KM processes have a robust predictive capacity for innovativeness, suggesting that human capital-supporting HR and innovative-competitive culture significantly contribute to KM Processes and innovativeness, respectively.

This study provides practical insights to HR and knowledge managers to leverage their HR practices and organizational culture for improving innovation performance in KISO.

The paper adds to the intellectual capital and KM literature by exploring the mediating role of the KM process in the underlying mechanism suggesting that intellectual capital can enhance HR and culture, leveraging a firm's knowledge resources for innovativeness. It fills a research gap by providing original evidence based on primary data collected from India's IT sector.