Strategic human resource practices and innovation performance: the mediating role of knowledge management capacity

Citation

Chen, C.-.-J. (2009), "Strategic human resource practices and innovation performance: the mediating role of knowledge management capacity", Strategic Direction, Vol. 25 No. 6. https://doi.org/10.1108/sd.2009.05625fad.009

Strategic human resource practices and innovation performance: the mediating role of knowledge management capacity

Article Type: Abstracts From: Strategic Direction, Volume 25, Issue 6

Chen C.-J., Huang J.-W.Journal of Business Research, January 2009, Vol. 62 No. 1, Start page: 104, No. of pages: 11

Purpose – examines the mediating effects of knowledge management (KM) capacity between strategic human resource management (HRM) practices and innovation performance from the knowledge-based view. Design/methodology/approach – a review of the literature of HRM practices and innovation performance is presented. Reports the results of a questionnaire survey, involving senior executives at 146 companies in Taiwan (19.47 percent response rate), to gather data relating to the variables of innovation performance, strategic HRM practices, and KM capacity. Findings – the results moderately supported the hypotheses that strategic HRM practices relate positively to innovation performance, and to KM capacity; while fully supporting the hypotheses that KM capacity relates positively to innovation performance, and that KM capacity mediates the relationship between strategic HRM practices and innovation performance. Research limitations/implications – the research was limited by: the possible endogeneity problem, due to self-selection behaviors of the companies; problems relating to determining whether an individual response can represent the company-level situation; and the low response rate for this type of study. Originality/value – enriches the HRM literature by revealing the KM infrastructure and innovation capabilities that lie beneath it.ISSN: 0148-2963Reference: 38AC940DOI: 10.1016/j.jbusres.2007.11.016

Keywords: Financial performance, Human resource management, Innovation, Organizational performance, Strategic management, Taiwan