International Journal of Management and Applied Science (IJMAS)
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Statistics report
Oct. 2019
Submitted Papers : 80
Accepted Papers : 10
Rejected Papers : 70
Acc. Perc : 12%
Issue Published : 66
Paper Published : 4089
No. of Authors : 8401
  Journal Paper




Paper Title :
Evaluation of Human Resource Management Systems on Employees' Knowledge Innovative Behavior - An Empirical Study for Taiwanese R&D Professional

Author :Min-Shi Liu

Article Citation :Min-Shi Liu , (2018 ) " Evaluation of Human Resource Management Systems on Employees' Knowledge Innovative Behavior - An Empirical Study for Taiwanese R&D Professional " , International Journal of Management and Applied Science (IJMAS) , pp. 1-10, Volume-4,Issue-10

Abstract : Many studies in recent years have investigated innovation and organizational reform, and have largely focused on the questions of how to improve an organization's innovation capability. In connection with the resource-based view (RBV), Barney(1991)[8] points out that a key issue is how organizational resources can be used to achieve a sustainable competitive advantage. From this point of view, the knowledge, skills, and abilities possessed by employees can be considered important resources boosting an organization's innovation capability, and employees’ knowledge innovative behavior is a key element displaying their knowledge, skills, and abilities. What external and internal factors influence employees’ knowledge innovative behavior? The chief goal of this study is to test the correlation between human resource management (HRM) systems, the willingness to share tacit knowledge, employees' knowledge sharing behavior, and employees’ knowledge innovative behavior, while also verifying whether innovation management procedures can be established. Findings from evidential analyses include: First, the willingness to share tacit knowledge plays an important role in innovation integration models and collaboration-based HRM systems can induce employees to share the willingness to share tacit knowledge hidden in their brains, which can further boost organization members' innovative behavior. Secondly, two pathways may influence employees’ knowledge innovative behavior. The first pathway is the positive effect of knowledge-based HRM systems on employees’ knowledge innovative behavior. The second pathway is the use of collaboration-based HRM systems to induce employees to share their willingness to share tacit knowledge and thereby influence employees’ knowledge innovative behavior. We verify that different human resource management strategies can activate these different pathways for enhancing employees’ knowledge innovative behavior. Keywords - Knowledge-Based HRM Systems, Collaboration-Based HRM Systems, The Willingness to Share Tacit Knowledge, Employees’ Knowledge Sharing Behavior, Employees’ Knowledge Innovative Behavior.

Type : Research paper


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