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
Published : Volume-4,Issue-10
DOIONLINE NO - IJMAS-IRAJ-DOIONLINE-14171
View Here
Copyright: © Institute of Research and Journals
|
|
| |
|
PDF |
| |
Viewed - 39 |
| |
Published on 2019-01-16 |
|