A4 Conference proceedings

Knowledge based HRM practices, organizational learning, and innovation performance


Publication Details
Authors: Aramburu Nekane, Saenz Josune, Kianto Aino
Publication year: 2017
Language: English
Title of parent publication: Proceedings of the European conference on knowledge management (ECKM)
ISSN: 2048-8963
eISSN: 2048-898X
JUFO-Level of this publication: 0
Open Access: Not an Open Access publication

Abstract


This paper analyzes the mediating
role of organizational learning (OL) in the relationship between
knowledge-based HRM practices and innovation in a set of Spanish firms with
more than 100 employees. We argue that innovation is enabled and powered first
and foremost by knowledge-based HRM practices (e.g. how recruitment is handled,
to what extent the training and development systems focus on knowledge-related
aspects, and how the performance assessment and compensation systems support
knowledge-based behavior). In particular, we suggest that all these facets of
HRM impact the learning capability of the firm, which will in turn affect the
innovation performance of the company.

A structured
questionnaire was used to gather information about the relevant variables under
study and structural equation modelling (SEM) based on partial least squares (PLS)
was then used to test the hypotheses put forward by the research.

Our empirical
findings demonstrate the relevance of knowledge-based HRM practices as
predictors of innovation performance, and the role of organizational learning
as a mediating factor between HRM and innovation. In particular, OL mediates this
relationship in the case of training and development practices (partial
mediation) and performance assessment (total mediation). Overall, the results
extend existing understanding of the interrelationships between HRM, learning,
and innovation in organizations and thereby contribute to the knowledge-based
view of the firm as well as discussions on strategic HRM and innovation
management.

Last updated on 2018-19-10 at 07:55