Knowledge as a mediator between HRM practices and innovative activity

Álvaro López Cabrales · Ana Pérez‐Luño · Ramón Valle Cabrera

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Innovation and Knowledge Management Human Resource and Talent Management Management and Organizational Practices

Abstract

Abstract The objective of this paper is to test how human resources management (HRM) practices and employees' knowledge influence the development of innovative capabilities and, by extension, a firm's performance. Results confirm that HRM practices are not directly associated with innovation unless they take into account employees' knowledge. Specifically, our analyses establish a mediating role for the uniqueness of knowledge between collaborative HRM practices and innovative activity, a positive influence of knowledge‐based HRM practices on valuable knowledge, and a positive contribution of innovations to the company's profit. We tested hypotheses in a sample of firms from the most innovative Spanish industries through structural equation modeling. © 2009 Wiley Periodicals, Inc.

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References

1991Firm Resources and Sustained Competitive Advantage 1988Structural equation modeling in practice: A review and recommended two-step approach.2004Firm resources and sustained competitive advantage 1990Absorptive Capacity: A New Perspective on Learning and Innovation 1997Dynamic capabilities and strategic management 1984A resource‐based view of the firm 1995The Knowledge-Creating Company 1979A Paradigm for Developing Better Measures of Marketing Constructs

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2012Effects of team knowledge management on the creativity and financial performance of organizational teams 2015How do high performance work systems influence organizational innovation in professional service firms?2021Knowledge-based HRM practices and innovation performance: Role of social capital and knowledge sharing 2017The role of human resource-related quality management practices in new product development 2016Human resource practices and innovation in the hotel industry: The mediating role of human capital

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