战略人力资源管理实践与创新的性能 -中介角色的知识管理能力 毕业论文外文翻译.doc
《战略人力资源管理实践与创新的性能 -中介角色的知识管理能力 毕业论文外文翻译.doc》由会员分享,可在线阅读,更多相关《战略人力资源管理实践与创新的性能 -中介角色的知识管理能力 毕业论文外文翻译.doc(18页珍藏版)》请在三一文库上搜索。
1、Strategic human resource practices and innovation performance Themediating role of knowledge management capacityChung-Jen Chen a, Jing-Wen Huang ba Graduate Institute of Business Administration, College of Management, National Taiwan University, 1, Sec. 4, Roosevelt Road, Taipei, Taiwan, ROC b Depar
2、tment of Information Management, Chia Nan University of Pharmacy & Science, 60, Erh-Jen RD., Sec.1, Jen-Te, Tainan, Taiwan, R.O.C Received 1 February 2007; received in revised form 1 April 2007; accepted 1 November 2007AbstractThis study examines the role of knowledge management capacity in the rela
3、tionship between strategic human resource practices and innovation performance from the knowledge-based view. This study uses regression analysis to test the hypotheses in a sample of 146 firms. The results indicate that strategic human resource practices are positively related to knowledge manageme
4、nt capacity which, in turn, has a positive effect on innovation performance. The findings provide evidence that knowledge capacity plays a mediating role between strategic human resource practices and innovation performance. Finally, this study discusses managerial implications and highlights future
5、 research directions. 2008 Elsevier Inc. All rights reserved.Keywords: Strategic human resource practices; Knowledge management capacity; Innovation performance1. IntroductionThe strategic management literature recognizes innovation as a critical enabler for firms to create value and sustain competi
6、tive advantage in the increasingly complex and rapidly changing environment (Madhavan and Grover, 1998; Subramaniam andYoundt, 2005). Firms with greater innovativeness will be more successful in responding to changing environments and in developing new capabilities that allow them to achieve better
7、performance (Montes et al., 2004). Innovation initiatives tend to depend heavily on employees knowledge, expertise, and commitment as key inputs in the value creation process (Youndt et al., 1996). The knowledge-based view depicts firms as repositories of knowledge and competencies (Grant, 1996; Spe
8、nder, 1996). According to this view, prior studies recognize the knowledge and competencies of human resource as valuable assets for firms because of their characteristics of firm-specific, socially complex, and path-dependent (Collins and Clark, 2003; Wright et al., 2001; Youndt et al., 1996; Lado
9、andWilson, 1994). Human resource practices (HR practices) are the primary means bywhich firms can influence and shape the skills, attitudes, and behavior of individuals to do their work and thus achieve organizational goals (Collins and Clark, 2003;Martinsons, 1995). Previous literatures have paid a
10、ttentions to the link of HRpractices and organizational outcomes such as productivity, flexibility, and financial performance (e.g. MacDuffie, 1995; Ichniowski et al., 1997; Youndt et al., 1996; Delery and Doty, 1996; Pfeffer, 1998; Mendelson and Pillai, 1999; Collins and Clark, 2003), but the under
11、standing needs to be extended to encompass innovation performance (Laursen and Foss, 2003). Accordingly, the present study attempts to address the link of HR practices and firms innovation performance from the knowledge-based perspective. For innovation to take place, firms may leverage human capita
12、l to develop organizational expertise for creating new products and services. However, expertise is much more complex and is primarily the results of deliberate practices on representative tasks in the domain (Ericsson and Charness,1997). These deliberate practices entail individuals wanting to perf
13、orm the tasks and making efforts to improve performance. Firms can identify and exert a set of strategic HR practices to elicit the willingness and motivation of employees to engage in performing these delicate practices to develop organizational Available online at Journal of Business Research 62
14、(2009) 104114 Corresponding author. Tel.: +886 2 33669655; fax: +886 2 23625379.E-mail address: chungjenmanagement.ntu.edu.tw (C.-J. Chen).0148-2963/$ - see front matter 2008 Elsevier Inc. All rights reserved.doi:10.1016/j.jbusres.2007.11.016 C.-J. Chen, J.-W. Huang / Journal of Business Research 62
15、 (2009) 104114 105expertise for business objectives such as innovation performance (Jacobs and Jones, 1995; Swanson, 1994). Accordingly, strategic HR practices can be conducive to innovative activities because strategic HR practices may allow firms to discover and utilize knowledge and expertise in
16、the organization (Scarbrough, 2003). However, knowledge is within the human capital and firms cannot easily transfer the knowledge among individuals inside the firm (Hansen, 1999; Grant, 1996). Although a firm has access to the knowledge, skills and expertise of employees, it may need to possess goo
17、d capacities inmanaging knowledge management tools in place to ensure effective utilization of the human capital in the development of organizational expertise for innovation. Knowledge management is an approach to adding or creating value bymore actively leveraging the knowhow and expertise resided
18、 in individual minds (Ruggles, 1998; Scarbrough, 2003). As noted above, knowledge managementmay influence the relationship between strategic HR practices and innovation performance. Accordingly, the purpose of this paper is to examine the mediating effect of knowledge management capacity between str
19、ategic HR practices and innovation performance from the knowledge-based view. The remainder of the paper proceeds as follows. The next section considers the relevant literature and sets out the hypotheses of this study. Following is the methodology for the study. Then, the paper presents the results
20、 of the empirical study in achieving the goals as those set out above. In the last section, the paper discusses managerial implications and highlights future research directions.2. Research background and hypotheses2.1. HumanOwing to the increasing importance of HR practices to the competitive advan
21、tages of firms in the rapidly changing knowledge- based economy, some scholars have paid attentions to examine the determinants on the adoption of HR practices (e.g. Tannenbaum and Dupuree-Bruno, 1994) and their effects on organizational outcomes, such as productivity and efficiency (e.g. MacDuffie,
22、 1995; Ichniowski et al., 1997; Youndt et al., 1996), and financial performance (e.g. Delery and Doty, 1996; Pfeffer, 1998; Mendelson and Pillai, 1999; Collins and Clark, 2003). Tannenbaum and Dupuree-Bruno (1994) explore the relationships between organizational and environmental factors and the use
23、 of “innovative human resource practices”. The items in “innovative human resource practices” include training, recruitment, selection, and employee involvement. The results demonstrate that external variables of labor availability and public scrutiny exhibit the linear relationships while favorabil
24、ity has a non-linear relationship with the use of HR practices. In terms of organizational factors, agency size exhibits a stronger linear effect than formalization and centralization on the use of HR practices. In investigating the impacts of “innovative human resource practices” on manufacturing p
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 战略人力资源管理实践与创新的性能 -中介角色的知识管理能力 毕业论文外文翻译 战略 人力 资源管理 实践 创新 性能 中介 角色 知识 管理 能力 毕业论文 外文 翻译
链接地址:https://www.31doc.com/p-3931778.html