Blended work and opportunities for knowledge sharing: human resource management practices to increase innovative work behaviour and life satisfaction of bridge workers

2018 ◽  
Vol 9 (4) ◽  
pp. 441
Author(s):  
Sari Mansour ◽  
Diane Gabrielle Tremblay
Keyword(s):  
Life Satisfaction ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Management Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour ◽  
Bridge Workers

HRM and product innovation: does innovative work behaviour mediate that relationship?

2018 ◽  
Vol 56 (6) ◽  
pp. 1417-1429 ◽  
Author(s):  
Raquel Sanz-Valle ◽  
Daniel Jiménez-Jiménez
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Product Innovation ◽  
High Performance ◽  
Management Practices ◽  
Content Type ◽  
Human Resource Management Practices ◽  
Innovative Work ◽  
Innovative Work Behaviour

Purpose The purpose of this paper is to empirically analyse the mediator effect of innovative work behaviour (IWB) between the firm’s human resource management system and product innovation. Design/methodology/approach Data are collected from 225 Spanish manufacture companies. Hypotheses are tested using structured equation modelling. The structural model is estimated through partial least squares modelling. Findings The results provide strong evidence about the effect of the system of human resource management practices on both, employee’s IWB and product innovation. Furthermore, findings support the idea that employee’s IWB mediates the relationship between human resource management and product innovation. Research limitations/implications Although the study counts with the limitations of cross-sectional studies, its findings suggest that employees’ IWB fosters product innovation and that the adoption of a high-performance work system is positively associated to such behaviour. Practical implications This paper shows that companies seeking to foster product innovation should pay attention to their employees’ behaviour. In particular, they should promote that employees engage in innovative behaviours, and that adopting high-performance human resource management practices can help in this line. Originality/value Although a number of studies suggest that IWB is a key determinant of innovation and a mediator in the link between human resource management and innovation, there is no empirical research examining these relationships. This paper covers this gap detected in the literature and provides evidence supporting them.

scholarly journals The Role of Organizational Culture and Human Resource Management Practices in Strengthening the Effect of Leadership on Knowledge Sharing (A Study at Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia)

2016 ◽  
Vol 1 (1) ◽  
pp. 72-80
Author(s):  
Armanu Thoyib ◽  
Noermijati Noermijati ◽  
Nadiyah Hirfiyana Rosita
Keyword(s):  
Organizational Culture ◽  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
General Hospital ◽  
Human Resource ◽  
Management Practices ◽  
Human Resource Practices ◽  
Human Resource Management Practices

Objective - The results of previous studies showthat leadership has a positive effect on knowledge sharing. However, there was a lack of studies which could prove that organizational culture and human resource practices can strengthen the effect of leadership on knowledge sharing. The objective of this study isto explain the role of organizational culture and human resource practices as moderating variables for the effect of leadership on knowledge sharing. Methodology/Technique - The study was conducted at the Ngudi Waluyo General Hospital, Wlingi, Blitar, East Java, Indonesia. The number of respondents were 55 nurses. The WarpPLS program was utilized to obtain analysis of the study. Findings – The results of the study showthat both organizational culture and human resource practices are not strong enough to serve as moderators for the effect of leadership on knowledge sharing. Novelty - This study shares the idea that both organizational culture and human resource management practices cannot serve as moderating variableswhich can affect transformational leadership in health service organizations. In this case, the nurses' knowledge sharing. This study also generated an advanced idea for verification. Type of Paper - Empirical Keywords: Leadership, Knowledge Sharing, Organizational Culture, Human Resource Management Practices, Nurse. JEL Classification: M12, M14.

scholarly journals Knowledge based human resource management and employee creativity: the dual mediation of knowledge sharing and knowledge hiding

2021 ◽  
Vol 5 (4) ◽  
pp. 1-10
Author(s):  
Caleb Lugar ◽  
Rajko Novićević
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Knowledge Sharing ◽  
Human Resource ◽  
Social Exchange ◽  
Management Practices ◽  
Employee Creativity ◽  
Knowledge Based ◽  
Human Resource Management Practices ◽  
Knowledge Hiding

Introduction. Employee creativity is an essential element that is required for the dynamic work environments. Companies able to foster employee creativity through knowledge based human resource management practices enhance their competitive advantage over companies who stifle employee creativity. The conceptual model in this paper aims to demonstrate that knowledge sharing and knowledge hiding mediate the relationship between knowledge based human resource management practices and employee creativity. The implementation of knowledge based human resource management practices can lead to increased knowledge sharing and decreased knowledge hiding both of which will result in increased employee creativity. Aim and tasks. The aim of this paper is to build on social exchange theory as the foundational theory for understanding how knowledge based human resource management practices impact employee creativity through the mediators of knowledge sharing and knowledge hiding.  Results. In previous research have studied the relationship between knowledge behaviors and employee creativity while accounting for motivational climate, transformational leadership, goal orientation, and various human resource management practices. Many of these factors have traditionally been exogenous variables to the individual employees working in organizations.  While social exchange theory implies a dyadic exchange, it would be relevant to examine the endogenous variants within employees that might contribute to differential reactions to reciprocation.  It is substantiated that individuals that have different exchange ideologies react differently to organizational support. The first section includes a literature review of the constructs - knowledge based human resource management, knowledge sharing, knowledge hiding, and employee creativity.  The second section provides a model focusing on the impact social exchange theory has on the constructs, including theory-based propositions.  In reviewing this model, the paper makes theoretical contributions to the constructs and social exchange theory.  The final section provides direction for future research and discussion.  Conclusions. Creativity is the fuel for the 21st century’s competitive organizations.  Researchers and practitioners alike rely on creativity to solve problems and improve products and services around the globe.  It is important to deeply understand the antecedents necessary for creativity so that organizations employ systems and process that are conducive for creative production.  From the theoretical foundations laid out in this paper, knowledge based human resource management practices will increase employee creativity through increased knowledge sharing and decreased knowledge hiding.

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