Fostering Intrapreneurial Behavior through HRM High-Performance Work Systems in Pakistan: The Mediatory Role of Knowledge Sharing and Employee Creativity, with the Complementary Effect of Transformational Leadership.

2021 ◽  
Author(s):  
Muhammad Rizwan ◽  
Danish Ahmed Siddiqui
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
High Performance ◽  
Employee Creativity ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Complementary Effect

Can generational differences and feeling trusted improve knowledge-sharing behavior? Consequences of high-performance work systems

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aulia Vidya Almadana ◽  
Suharnomo Suharnomo ◽  
Mirwan Surya Perdhana
Keyword(s):  
Knowledge Sharing ◽  
Generational Differences ◽  
High Performance ◽  
Equation Modeling ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Knowledge Sharing Behavior ◽  
Sharing Behavior

Purpose This study aims to investigate the relationships between high-performance work systems (HPWS) on knowledge-sharing behavior (KSB) among Indonesian employees through the mediating role of feeling trusted (FT) and moderating role of generational differences (GD). Design/methodology/approach Sample were collected from 278 employees working in the Indonesian financial companies. This research used structural equation modeling to investigate the associations of HPWS and KSB. Furthermore, Sobel Test was applicated to test the mediation effect of FT. Finally, Hayes PROCESS was used to test the moderation impact of GD. Findings The empirical results revealed that HPWS positively impact FT and KSB. Hereafter, FT also positively impacts KSB and then succeeds to mediate the relationships between HPWS and KSB. Finally, GD were failed to moderate the relationships between HPWS and KSB. Originality/value To the best of the authors’ knowledge, this study is one of the few studies that illustrate the roles of GD between the relationships between HPWS and KSB.

High-performance work systems, innovation and knowledge sharing

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sabeen Hussain Bhatti ◽  
Ramsha Zakariya ◽  
Demetris Vrontis ◽  
Gabriele Santoro ◽  
Michael Christofi
Keyword(s):  
Knowledge Sharing ◽  
High Performance ◽  
Innovation Performance ◽  
Theory And Practice ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
Hrm Practices ◽  
Time Lagged

PurposeThis article aims to explore the relationship among high performance work systems (HPWS), innovation, and knowledge sharing in project-based organizations.Design/methodology/approachUsing the ability, motivation, and opportunity (AMO) framework under the theory of HPWS, our article hypothesizes that the AMO enhancing practices of project-based organizations lead to better innovation performance of their employees through the mediating role of knowledge sharing. Time-lagged data of AMO practices and knowledge sharing practices were collected from the employees of these organizations over three weeks. Furthermore, the innovation performance data were collected from the supervisors of these employees over an additional three-week period.FindingsOur results confirm the initial hypothesis of the causal relationship of two of the AMO HRM practices, that is, ability and motivation with innovation performance with the mediation of knowledge sharing, while the third hypothesis of opportunity enhancing HRM practice was not accepted.Originality/valueThis research has implications for both theory and practice and it can help the project managers of these organizations to better design HRM practices in order to improve the creativity and innovation performance of their employees. Accordingly, this is one of the first studies dealing with the effectiveness of HRM on AMO, and the key role of knowledge sharing.

Transformational leadership and employee creativity

2015 ◽  
Vol 53 (5) ◽  
pp. 894-910 ◽  
Author(s):  
Swati Mittal ◽  
Rajib Lochan Dhar
Keyword(s):  
Transformational Leadership ◽  
Knowledge Sharing ◽  
Leadership Style ◽  
High Performance ◽  
Hierarchical Regression ◽  
Medium Size ◽  
Employee Creativity ◽  
Content Type ◽  
Managerial Implications ◽  
Transformational Leadership Style

Purpose – Among the different styles of leadership, transformational leadership has gained most attention from organisational researchers and academics. Although transformational leadership and its work-associated outcomes have been examined in previous literature, only a small number of studies highlighted the role of transformational leadership style in fostering employee creativity, mediated through their creative self-efficacy (CSE) in the context of Indian organisations. The purpose of this paper is to observe the effect of transformational leadership on employee creativity in small and medium sized IT companies, where CSE is proposed as a mediator and knowledge sharing as a moderator through which a transformational leader tends to influence the creativity of the employees. Design/methodology/approach – Data were gathered from 348 manager-employee dyads of small and medium size IT companies operating in India. They replied to questions about their leader’s transformational leadership style, employee CSE, knowledge sharing and creativity. Findings – Findings of the present study, derived from a hierarchical regression analysis, using the data of 348 manager-employee dyads from Indian IT SMEs professionals, revealed that CSE mediates the relation between transformational leadership and employee creativity. In addition, knowledge sharing acts as a moderator for CSE and employee creativity. Research limitations/implications – A sample size is one probable limitation of the study. Another limitation of the study is that factors used for the survey were self-reported by the respondents. Self-reporting may not always produce reliable and accurate response. Practical implications – Based on the results, this study presents strong theoretical and managerial implications that can be used by IT organisations to evaluate the consequence of transformational leadership on employee creativity. Through transformational leadership style, leader can develop CSE and employee creativity to do things in a better way and develop knowledge sharing in employees for high performance. Therefore, the IT industry need to understand that creativity is one of the approaches to attaining and sustaining competitive advantage. In addition, it is important for them to find out more about the relation between transformational leadership, CSE and employee creativity. Originality/value – The study adds to the existing literature by illuminating the process through which transformational leadership has a significant effect on fostering CSE and employee creativity.

scholarly journals CEO servant leadership and strategic service differentiation: The role of high-performance work systems and innovativeness

2021 ◽  
Vol 40 ◽  
pp. 100891
Author(s):  
Pablo Ruiz-Palomino ◽  
Santiago Gutiérrez-Broncano ◽  
Pedro Jiménez-Estévez ◽  
Felipe Hernandez-Perlines
Keyword(s):  
Servant Leadership ◽  
High Performance ◽  
Service Differentiation ◽  
Work Systems ◽  
High Performance Work Systems

Technology Utilization as Competitive Advantage - A Sociotechnical Approach to High Performance Work Systems

2014 ◽  
Vol 1039 ◽  
pp. 555-561 ◽  
Author(s):  
Gaute Knutstad ◽  
Johan E. Ravn
Keyword(s):  
Knowledge Sharing ◽  
High Performance ◽  
State Of The Art ◽  
Knowledge Generation ◽  
High Tech ◽  
Human Machine Interaction ◽  
Work Systems ◽  
High Performance Work Systems ◽  
Industrial Sectors ◽  
High Level

This conceptual paper underlines the necessity of research into sociotechnical systems in modern high-tech industries. Production of sophisticated products is foreseen to build the competitiveness of the advanced economies’ industrial sectors in the future. Increasingly, competitiveness in such industries depends on a complex interaction between social factors such as knowledge sharing, knowledge generation, learning and innovation, and technical factors such as robotization, automation and information systems. However, up to now, improvements and developments in these industries have tended to be biased towards the technology side. To balance this and to take into account the necessity of more effective human – machine interaction, and the need of knowledge sharing, learning and innovation, it proposes a mode for how to challenge highly automated, high-tech and knowledge based high-cost manufacturing, where: 1) State-of-the-art technology is necessary, but not sufficient; 2) state-of-the-art technology requires high level of competence and advanced organization, and 3) a joint organizational and technical perspective is needed in order to develop sustainable competitiveness through high performance work systems in high-tech manufacturing. Operational excellence in such niches requires companies that, through sophisticated practices of organization and management, are able to exploit systems of advanced manufacturing technology.

High-performance work systems and open innovation: moderating role of IT capability

2020 ◽  
Vol 120 (8) ◽  
pp. 1441-1457
Author(s):  
Jia Zheng ◽  
Hefu Liu ◽  
Jingmei Zhou
Keyword(s):  
Open Innovation ◽  
High Performance ◽  
Work Systems ◽  
Content Type ◽  
High Performance Work Systems ◽  
It Capability ◽  
Role Of It ◽  
The Relationship ◽  
Moderating Role

PurposeThis study aims to explore the impact of high-performance work systems (HPWS) on open innovation and the moderating role of information technology (IT) capability on the relationship between HPWS and open innovation.Design/methodology/approachThis study conducted a questionnaire survey in the industrial parks of the Yangzi River Delta in China and obtained 108 useful responses.FindingsHPWS positively impacts open innovation. IT exploration capability strengthens the relationship between HPWS and open innovation, whereas IT exploitation capability and ambidexterity do not strengthen such relationship.Research limitations/implicationsFirms should use HPWS to improve employees' motivation of external learning and searching for enhancing innovation openness. They should acknowledge the enabling role of IT exploration capability in facilitating employees' learning and searching toward open innovation and discreetly develop IT exploitation capability and ambidexterity during external knowledge searching, which may not achieve the desired facilitation purpose.Originality/valueThis study contributes to human resource management (HRM) by suggesting that a new antecedent, which is HPWS in our case, should be taken into account when considering the influence of HRM in the process of open innovation. This study has important implications for HPWS, IT capability and open innovation; open innovation can be improved by using HPWS and IT capability. This study also expands IT ambidexterity to HRM and innovation studies.

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