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The aim of this paper is to study and empirically test the relationship between employees' perceptions of the two motivation-enhancing human resource management (HRM) practices of reward and performance appraisal and both incremental and radical innovation. The paper examines whether innovative work behaviour (IWB) mediates the hypothesised relationship.

Data were collected from 313 unit managers in manufacturing, pharmaceutical and technology companies in Jordan. Structural equation modelling (SEM) using AMOS v27 was employed to analyse the data and test the hypotheses.

The study finds that employees perceive rewards to be significant and to directly influence incremental and radical innovation. Additionally, employees perceive that performance appraisal to be significant for incremental innovation. The study also finds that IWB mediates the relationship between rewards, performance appraisal and incremental and radical innovation. No support was found for the impact of performance appraisal on radical innovation.

Distinctively, this paper considers both incremental and radical innovation in studying the link between HRM practices and innovation. It also takes an intra-organisational perspective by considering employees' perceptions of rewards and performance in fostering innovation. Additionally, it assesses the impact of IWB in mediating the relationship between rewards, performance appraisal and innovation. IWB is rarely empirically studied in the HRM–innovation link specifically when linked with radical and incremental innovation.

The literature has recognized the key role of the human resource management (HRM) practices for enhancing firms’ innovative performance. At the same time, scholars have consistently demonstrated open innovation (OI) to be an effective approach for boosting companies’ innovative outcome. Nevertheless, academics have largely overlooked to investigate the complex relationship between HRM practices, OI and organizations’ innovativeness, while claiming further research on organizational antecedents on OI. Using the ability, motivation and opportunity (AMO) framework as analytical lens, this study investigates the direct and indirect relationship between AMO-enhancing practices and firms’ innovation capacity, hypothesizing a potential mediating role of OI.

Drawing from the European Company Survey 2019, a large-scale representative dataset of more than 20,000 establishments at European level and building on the “human-side” of OI, the study proposes two hypotheses regarding the relationship between AMO-enhancing practices and OI in fostering product and process innovation in European firms.

The results show that companies that invest in AMO-enhancing practices not only have higher probability to innovate, but also are more inclined to collaborate with external partners. Moreover, OI not only enhances the innovation capacity of the firm but also partially mediates the relationship between HRM and organizations’ innovativeness.

This is one of the first studies which empirically investigate how the AMO framework increases the likelihood of engaging in an OI process by firms, thereby, increasing their innovation capacity. The results shed further lights on both “the human side” of OI, as well as in the mechanisms linking HRM practices with innovation. Moreover, the analysis provides a deeper understanding about the organizational antecedents of the OI process, as well as corroborating the recent theoretical contributions on HRM and OI.

This paper aims to investigate the relationship between green human resource management (GHRM) practices and employee innovative work behaviour in the hospital. Although previous studies have examined the association between GHRM and various organisational outcomes, its nexus with employee innovative work behaviour has been largely unexplored.

This study used a quantitative approach and tested hypotheses. The research design adopted both an explanatory and descriptive approach since there were limited past data or studies to reference. The study population was human resource and administrative managers at Korle Bu Teaching Hospital who have implemented GHRM practices. The sample size consisted of 264 respondents, selected using simple random sampling. Data were collected through structured questionnaires.

The collected data were analyzed using descriptive statistics, correlation and regression analysis. The results revealed that green training, green hiring and green compensation were significant predictors of innovative work behaviour among employees.

This study contributes to the understanding of the impact of GHRM practices on employee innovative work behaviour in the healthcare sector. The study recommends that organisations should view their training investments as financial investments and focus on hiring individuals with strong environmental sensibilities. Additionally, effective reward criteria should be developed to promote GHRM practices.

This study examines how employee participation in the performance measurement system affects the relationship between authentic leadership and job satisfaction.

Survey data for this study were obtained from 322 employees in South Korea. Structural equation modeling and bootstrapping method were applied to test the proposed hypotheses.

This study first confirmed that authentic leadership positively affects job satisfaction. In addition, the results showed that employees' participation in developing performance measures partially mediated the relationship between authentic leadership and job satisfaction.

The findings imply that employees' participation in developing performance measures, which is promoted by authentic leadership, can be a strategy for enhancing job satisfaction. Therefore, in order to increase employees' job satisfaction, organizations need to promote employee participation in the performance measurement system and develop authenticity in leaders.

Employees' participation in developing performance measures has not been investigated sufficiently from the leadership perspective. This study expands the literature on the influence of employee participation in the performance measurement system on work-related outcomes by demonstrating that employees' participation in developing performance measures partially mediates the effect of authentic leadership on employee job satisfaction.

From a relational perspective, this research aims to answer the following question: How can human resource management (HRM) and innovation in small and medium-sized enterprises (SMEs) be articulated at different levels through gift/counter–gift relationships?

The authors' longitudinal and exploratory study was conducted in an innovative SME that constitutes an “emblematic” case. The data were gathered from diverse sources: 2 life stories, 21 semi-structured interviews, observations and documentary analyses.

The results provide a dynamic view of the relationship between HRM and innovation through multi-level analysis. The authors consequently propose a three-step process: freeing up, mobilizing and rethinking gifts.

This article examines how to articulate HRM and innovation in SMEs through gift/counter-gift theory. This relationship is analyzed from a relational and multi-level perspective.

The purpose of this study is to contribute to empirical research on green innovation drivers. This paper analyzes the relationships between training, knowledge acquisition, green innovation and firm performance.

The analysis is carried out on a sample of 373 Spanish companies from a wide variety of sectors. This research has used the partial least squares (PLS) model to test the hypotheses.

It is found that green innovation and knowledge acquisition improve firm performance, and that knowledge acquisition has a mediating effect between training and green innovation.

The findings of this article indicate that green innovation allows the company to obtain benefits while reducing the negative environmental impact, then managers should bet on ecological innovation. This study also shows that there is an indirect effect of training on green innovation and, therefore, managers must invest in training as a mechanism to increase knowledge acquisition and, thus, green innovation.

This paper analyzes two research areas that have received little attention: the role of human resource management in green innovation and the relationship between a given driver and green innovation. In the first, it analyzes whether training increases green innovation, and in the second, it considers the effect of training on knowledge acquisition and on green innovation, specifically, it studies whether knowledge acquisition mediates the relationship between training and green innovation.

Taking a resource-based view, the authors analyse the effect of high-performance work practices (HPWPs) on the performance of small- and medium-sized enterprises (SMEs) under conditions of environmental hostility, and consider how this relationship is influenced by managers' embeddedness in social networks. The authors argue that high perceived levels of environmental hostility strengthen the strategic value of HPWPs in SMEs, whereas high levels of manager embeddedness in social networks weaken this contingent relationship.

These hypotheses were tested in a sample of 249 SMEs, from two Spanish industries related to food production, using linear regression with two- and three-way interaction effects.

The study results show that the implementation of HPWPs benefits SMEs' performance in hostile environments. However, the dark side of managers' social capital could undermine any such benefit, especially if there is a high degree of network closure. In hostile contexts, such closure appears to limit managers' willingness to depart from the common practice of reducing investment in human resources.

Contrary to predominant beliefs that managers facing economic adversity should reduce costs by cutting investment in personnel development, this study indicates that supporting HPWPs enhances a firm's objective financial performance.

This study advances our understanding of the specific conditions under which HPWPs sustain SME performance. It also introduces the dark side of managers' social capital into considerations of this relationship. The study findings provide new insights that are counterintuitive to business practice.

The purpose of this study is to discuss how organizations can drive organizational performance through human capital (HC) investment through systematic thinking.

This study analyzes three companies from various industries, adopts systems thinking and uses three leading indicators from the balanced scorecard framework to explore the effects of strategic orientations for HC on innovation ecosystems and organizational performance.

In terms of academic contributions, this study broadly verifies the innovation ecosystem model for organizations and reveals that customer-oriented, internal process-oriented and innovation learning-oriented HC strategies reinforce the pathways in organizational innovation ecosystems, thereby enriching the literature on innovation ecosystems.

In terms of practical contributions, this study provides a novel HC-based perspective on developmental dynamics and details the relationships among each aspect of the innovation ecosystem and HC strategies.

The proposed architecture and strategic frameworks provide a reference for corporations to implement strategic orientations of HC, drive operations in organizational innovation ecosystems and improve organizational performance.

The key aspect of this study is the mediating role of innovation in the relationship between talent management (TM) and organizational performance (OP).

A structural equation model with AMOS software is used to gauge the impact of TM on innovation and OP. In this regard, innovation is the mediating variable of the model. The author uses Hayes PROCESS macro for SPSS (Hayes, 2018) and the mediating procedure of Baron and Kenny's model (1986).

Results show that innovation is a full mediating variable that captures the whole variance of the model in the relationship between TM and OP.

The results of this study are important for organizations since they emphasize the need to adapt TM strategies to innovation and improvement in the organization. This involves not only managers and their training and development plans but also employees in their attraction, development and retention strategies.

The originality of this study is that it explores the causal relationship between the three variables considered in the model, that is, TM, innovation and OP. These relationships evidence gaps in human resource management and TM literature, improving current understanding of the role of innovation in the organizational context.

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.

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.

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.

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.

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.