The question how to stimulate innovations has been extensively addressed in the strategic management field of study. However the role of human capital in innovative development has not yet been explored fully. Scholars are still unable to provide a framework explaining how human resource development can enhance organizational innovations. That is why the goal of the current papers is to overview the literature body regarding the human resource development in order to differentiate it from human resource management and provide synthesis of diverse theories explaining the impact of human resource development practices on innovations. On the whole, literature shows the significant effect of personnel training on innovations. The mediating effect of learning practices has been identified in the influence of training on innovations. The literature also emphasizes the moderating effect of learning climate. Attempts have been made to describe possible HRD interventions at every stage of innovation journey: gestation, development, and implementation. However, there is still no model explaining the relationship of HRD and innovations. Study aimed at designing the model of the connection between HRD practices and innovative performance and validating it empirically can substantially contribute to the advancement of innovation management and human resource development fields by answering the question of how to enhance innovations.

/pdf/human-resource-development-practices-and-innovations-problem-1kn3s4s2n7.pdf

Human resource development practices and innovations: problem overview

Employee retention is a critical issue for organizations of all types. Public sector groups such as the Vermont Agency of Transportation (VTrans) are no exception. Not only can the costs of recruitment, training, and orientation approach 100% of the annual salary for the position being filled, but work disruption and loss of organizational memory can impact organization performance. Vermont is not alone in facing a transportation workforce challenge. A recent publication from the National Cooperative Highway Research Program for state departments of transportation stresses the importance of knowledge management (KM) in these organizations and provides guidelines for enhancing retention and talent management, two key issues to an effective workforce. As the report acknowledges, the constraints of retirements, departing mid-career employees, and the changing workplace expectations of the millennial generation all play into an organization that may face a steady decline in resilience, unless a clear plan is in place to address retention and implement KM practices. Recognizing these critical issues, VTrans leaders embraced an applied research project intended to assess the state of both retention and KM at the agency and develop pilot projects to address both areas. This policy brief summarizes the findings of that study.View the NCST Project Webpage

https://escholarship.org/content/qt2v5096wc/qt2v5096wc.pdf?t=pjof5d

Vermont Agency of Transportation Employee Retention and Knowledge Management Study

/pdf/knowledge-management-practices-as-a-source-of-absorptive-40eiwjrugz.pdf

Knowledge management practices as a source of absorptive capacity of emerging market firms: Evidence from Russia

................................................................................................................... xi LIST OF ABBREVIATIONS USED................................................................................ xii ACKNOWLEDGEMENTS ............................................................................................ xiv CHAPTER

The Communication of Information in Multi-Sectoral Networks: A Case Study of Tidal Power Network(s) in the Bay of Fundy Region of Atlantic Canada

Purpose – While nowadays an extensive literature promoting knowledge management (KM) exists,
there is a worrying shortage of empirical studies demonstrating an actual connection between KM
activities and organizational outcomes. To bridge this gap, this paper aims to examine the link between
KM practices, firm competitiveness and economic performance.
Design/methodology/approach – This paper proposes a framework of KM practices consisting of
human resource management (HRM) and information communication technology (ICT). These both are
hypothesized to impact competitiveness and economic performance of the firm. Hypotheses are then
tested with structural equation modeling by using a survey dataset of 234 companies.
Findings – The results show that HRM and ICT practices for managing knowledge are quite strongly
correlated and have a statistically significant influence on both financial performance and
competitiveness of the firm. The findings also indicate that ICT practices improve financial
performance only when they are coupled with HRM practices.
Research limitations/implications – The data are limited to companies from Finland, Russia and
China.
Practical implications – The paper contributes to managerial practice by pointing out the importance
of utilizing a combination of both social and technical means for KM and illustrating that they do matter
for the company bottom line.
Originality/value – This paper contributes to the literature on knowledge-based organizing by
empirically analyzing the performance impact of various areas of KM. It thereby tests the proposition put
forth in many previous theoretical and case-based studies that KM promotes high organizational
performance. It also addresses the interaction of social and technical KM practices in producing
organizational outcomes.

Does knowledge management reallymatter? Linking knowledge managementpractices, competitiveness and economicperformance

In this paper we test the influence of formal knowledge management practices on knowledge sharing behavior of teachers, as well as influence of teachers’ motivation to share and their ability to share. The quantitative data from 117 questionnaires is used in structural equation modeling analysis, where we identify the direct positive effect of knowledge management practices and autonomous motivation on knowledge sharing, and no effect of controlled motivation and ability to share knowledge on the behavior in question.

/pdf/knowledge-sharing-in-public-sector-organizations-do-35zmfylg01.pdf

Knowledge sharing in public sector organizations: do knowledge management practices matter?

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Knowledge sharing in public sector organizations: do knowledge management practices matter?