Human Resource Management, Knowledge-Sharing Capability and Innovation Capacity in the Knowledge-Based Firm
Human Resource Management, Knowledge-Sharing Capability and Innovation Capacity in the Knowledge-Based Firm
This conceptual article examines how HRM practices become the social infrastructure of knowledge management and innovation capacity. It distinguishes knowledge as a resource, knowledge management as a process, HRM as a practice system and innovation capacity as an organisational capability. The article develops a mechanism-based model in which HRM practices shape knowledge-sharing capability, knowledge-sharing capability mediates the HRM-innovation relationship, digital transformation moderates required competencies and ethical-institutional conditions determine whether innovation creates legitimate value.
human resource management; knowledge management; innovation capacity; knowledge sharing; AI transformation; organisational learning
human resource management; knowledge management; innovation capacity; knowledge sharing; AI transformation; organisational learning
selected citations These citations are derived from selected sources.This is an alternative to the "Influence" indicator, which also reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).0 popularity This indicator reflects the "current" impact/attention (the "hype") of an article in the research community at large, based on the underlying citation network.Average influence This indicator reflects the overall/total impact of an article in the research community at large, based on the underlying citation network (diachronically).Average impulse This indicator reflects the initial momentum of an article directly after its publication, based on the underlying citation network.Average
Citations provided by BIP!Popularity provided by BIP!