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The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.

The common welfare HRM system implies a certain human and organizational development of the classic control and commitment HRM systems, and its main goal is to promote innovation through a prosocial approach. To this end, the authors investigated its HRM practices, developed a measurement instrument and provided initial illustrative evidence of some of its main implications for innovativeness and altruism. They tested these relationships on a sample of 269 Spanish firms using structural equations and bootstrapping to confirm the significance of the mediated effect.

Results confirm the study’s hypotheses, thus supporting the common welfare HRM system as a relevant tool for developing innovativeness through the power of altruism. This paper therefore provides empirical evidence of these relationships.

This study has implications that can help managers to increase innovativeness through a specific HRM system. The findings reveal that a coherent set of HRM practices based on common welfare principles and a high level of consciousness creates a climate of altruism that results in innovativeness.

This research shows that humanistic HRM practices also have an impact on performance variables such as innovativeness, through altruistic employees' behaviors. It also develops a measurement instrument for the common welfare HRM system and provides some initial illustrative evidence of some of its main implications.

本文分析並發展Chiva (2014) 關於共同福祉人力資源管理系統的建議;同時，擬以利他主義為中介變量、揭示共同福祉人力資源管理系統與創新意念之間的關係。

共同福祉人力資源管理系統暗示了典型的管制和承諾型人力資源管理系統的人類與組織發展;而共同福祉人力資源管理系統的主要目的是以親社會理念去鼓勵創新。為此，我們探討了共同福祉人力資源管理措施，制訂了測量儀器，並為共同福祉人力資源管理可幫助帶來創新意念和利他主義的啟示，提供了初步的例證。研究的樣本為269間西班牙公司;我們以結構方程去檢測共同福祉人力資源管理與創新意念和利他主義之間的關係，並創造環境，俾能確認有關之中介效應的重要性。

研究結果證實了我們的假設，就是說，研究結果確認了透過利他主義的影響力，共同福祉人力資源管理系統是可以成為促進創新意念的工具的。就此而言，本文提供了關於這些關係的經驗證據。

本研究顯示了人文主義的人力資源管理措施，亦可透過僱員無私的行為，影響著各個績效變量，像是創新意念。研究亦為共同福祉人力資源管理系統制訂了測量儀器，並提供了初步的例證，確認了該人力資源管理系統所給予我們的主要啟示。

本研究為管理人員提供了啟示，協助他們透過特定的人力資源管理系統去增強創新意念。研究結果顯示、建基於共同福祉的原則和高度意識水平的一整套連貫的人力資源管理措施，能創造一個引來創新意念的利他主義氣氛。

The authors draw on this approach to explore the consequences of compassion and altruism in the workplace for firm performance, using organizational resilience as a mediating variable.

In recent years, a paradigm shift has been proposed in the organizational sciences that includes a change from self-centeredness to interconnectedness. This emergent management paradigm considers that employees are not only motivated by self-interest but also by other-centered values, such as altruism and compassion for others. This alternative proposal suggests the need for a more humanistic perspective for management. To carry out the research, the authors applied a structural equation model to a sample of highly innovative companies from different sectors.

The results confirm that compassion at work leads to a climate based on altruism, which indirectly increases firm performance by means of organizational resilience. This study contributes to the organizational literature by revealing some benefits of promoting altruism and compassion in organizations.

This study therefore provides a detailed analysis of the consequences of altruism and compassion in organizations and reveals some organizational conditions that can drive firm performance. Moreover, this study is the first to suggest and empirically validate that a work climate based on altruism enhances organizational resilience. In turn, organizational resilience enables the firm to take appropriate actions to convert unexpected and adverse situations that potentially threaten its survival into sources of opportunity and growth.

Despite the growing interest in the study of authentic leadership, there is little empirical evidence of the consequences of this type of leadership for companies. On the other hand, the mediating variables that may explain these results have not been explored in depth either. Although the academic literature suggests, from a theoretical point of view, that these leaders could favour innovation, little has been studied from an empirical perspective. This study aims to try to cover these gaps.

The main goal of this study is to analyse the mediating effect of organisational learning capability in the relationship between authentic leadership and innovation success. Considering a sample frame of 263 Spanish companies, this study tested the proposed hypotheses through structural equations.

The results provide empirical evidence of the positive effect of authentic leaders to promote organisational learning capability. In addition, this study confirms the positive effect of organisational learning capability on innovation success. Finally, organisational learning capability mediates the relationship between authentic leadership and innovation success.

To the best of the authors’ knowledge, this is the first attempt to empirically study the effects of authentic leadership on organisational learning capability and innovation success.

This paper aims to focus on research regarding organizational learning (OL) and knowledge management (KM), and to specifically investigate whether OL has been conceptually absorbed by KM.

This study is based on 16,185 articles from the Scopus and ISI Web of Science databases, using VantagePoint 10.0 software. The method used in this study is a systematic literature review covering KM and OL publications from the 1970s, when the OL field started to grow, up to 2016.

Nuclear processes of OL, creation and acquisition of knowledge, have been conceptually absorbed by KM literature in the past years.

Only two databases have been considered, Scopus and ISI Web of Science, because of their academic prestige. However, these databases include a large number of articles on KM and OL. Search terms used could exclude some relevant terms, although all major descriptive terms have been included.

This paper identifies thematic clusters in KM and OL, evolution of both fields, most cited authors and representative journals by topic.

This is the first paper to jointly analyse the evolution of KM and OL. This paper shows a conceptual absorption of OL into KM, which may enrich academic discussion and also provide some clarity to the conceptualization of these two fields.

Previous studies showed that combining learning based on experiences in the past with learning from an envisioned future scenario results in more innovative and radical ideas, as well as in a higher number of covered content domains. However, currently there is no holistic learning theory that integrates both sources of learning. The main purpose of this paper is to investigate whether it is possible to extend Bateson’s theory of learning, to link these two learning sources in one coherent framework.

To answer this research question, the author draws on learning from an envisioned future, and tries to link it with the most important levels of learning in Bateson’s framework.

This paper contributes to the literature by attempting to link the important but still underexplored aspect of “learning from the future” to the complex and multifaceted work of Bateson. Given the fact that both sources of learning and experience yield a great potential to create new knowledge, this study outlines a possibility to include both sources into one learning theory.

This work provides the basis for further research in building a general holistic theory of learning to learn.

On the individual level, the proposed approach can be easily applied with systemic coaching processes in general and coaching processes in the fields of developing an individual vision in particular. In the field of organizational learning, the awareness of different learning sources and different learning modes on the one hand and knowledge about the implementation of enabling spaces (PE-ba, FE-ba) to support these various learning modes on the other hand help organizations to generate new knowledge and create innovative and sustainable solutions, products and services.

To the best of the author’s knowledge, it is the first theoretical work that describes the integration of learning from past experiences and learning from future experiences in a methodological way.