Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices

Question

1. What contributions have the authors mentioned in the paper "Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices" ?

2. What future works have the authors mentioned in the paper "Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices" ?

3. What is the role of the employee in the creation of an innovation culture?

4. What is the main reason for the retention of employees?

Accepted Answer

The paper aims to study the effects of knowledge acquisition on innovation performance and the moderating effects of human resource management ( HRM ), in terms of employee retention and HRM practices, on the abovementioned relationship.. This starts from the assumption that the knowledge base of the firm resides in the people who work for the firm and that some HRM factors can influence innovation within firms.. This paper intends to fill this gap and nurture future research by assessing whether knowledge acquisition influences innovation performance and whether HRM moderates such a relationship.

Accepted Answer

The paper aims to study the effects of knowledge acquisition on innovation performance and the moderating effect of human resource management ( HRM ) – in terms of HRM practices and employee retention – on the abovementioned relationship.. Future studies can address the human aspect of open innovation for analysing the perspective of the employees ’ involvement in the management of knowledge and in collaborative activities.. In addition, future studies could address the issue proposed in this paper in specific sectors.. From the other side, their findings suggest that employee retention improves the effect of knowledge acquisition on innovation performance.

Accepted Answer

Job satisfaction and commitment stimulate employees to be creative, involved in the values of the firm, and contribute to building an innovation culture (Zhou et al., 2005).

Accepted Answer

with the retention of the employees, the knowledge base of the firm increases, and, since employee retention is important to acquire and integrate knowledge, the firm augments the likelihood of benefiting from knowledge acquisition.

Accepted Answer

From a social capital perspective, HRM systems may foster social relations among employees by improving their opportunity, motivation, and ability to access and mobilize; that, in turn, may extend to collaborative ties externally (Adler and Kwon, 2002), which would be useful to acquiring knowledge.

Accepted Answer

According to an early view, the HRM priority should be the creation of a safe environment that aligns the organizational strategy and climate to the values of the employees via motivation, incentives and education.

Accepted Answer

The inbound open innovation mechanism describes the acquisition of external knowledge or technologies through practices such as licensing-in or participating in communities, while the outbound open innovation mechanism explains the transferring of internal knowledge or technologies to external actors for economic or strategic purposes (Cheng and Shiu, 2015; Lichtenthaler, 2015).

Accepted Answer

firms increasingly have to heighten their internal knowledge management capacity in order to manage inward and outward flows of knowledge – thereby, exploiting and exploring external opportunities (Lichtenthaler and Lichtenthaler, 2009).

Accepted Answer

employee retention is reasonably expected to be positively associated with commitment and trust with the firm, and it is also likely to foster knowledge specialization and fortification (Muffatto, 1998; Politis, 2003).

Accepted Answer

To measure it, the authors employed the concept of search breadth, developed by Laursen and Salter (2006), by asking subjects to indicate how many external sources of knowledge are exploited to innovate on a total of 16 sources.

Accepted Answer

Early studies in the business management field suggest that knowledge is the most important resource for firms to compete and create unique advantages (Nonaka, 1994;1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59Journal of Knowledge M anagement2Grant, 1996).

Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices

Chat with Paper

AI Agents for this Paper

Most frequently asked questions

1. What contributions have the authors mentioned in the paper "Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices" ?

2. What future works have the authors mentioned in the paper "Improving innovation performance through knowledge acquisition: the moderating role of employee retention and human resource management practices" ?

3. What is the role of the employee in the creation of an innovation culture?

4. What is the main reason for the retention of employees?

5. What is the role of social capital in the creation of knowledge?

6. What is the importance of the organization's strategy and climate?

7. What is the definition of the open innovation mechanism?

8. What is the role of knowledge management in the business?

9. What is the relationship between employee retention and commitment and trust?

10. How many sources of knowledge are used to innovate?

11. What is the important resource for firms to compete and create unique advantages?

Citations

The Human Side of Enterprise.

Unveiling the impact of the adoption of digital technologies on firms’ innovation performance

E-health and wellbeing monitoring using smart healthcare devices: An empirical investigation

Evasive knowledge hiding in academia: when competitive individuals are asked to collaborate

A Self-Tuning Model for Smart Manufacturing SMEs: Effects on Digital Innovation

References

Absorptive capacity: a new perspective on learning and innovation

A Dynamic Theory of Organizational Knowledge Creation

Bagging predictors

Toward a Knowledge-Based Theory of the Firm

Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance

Related Papers (5)

Knowledge Management, Innovation, and Firm Performance

Absorptive capacity: a new perspective on learning and innovation

Dynamic capabilities and strategic management

Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms

Firm Resources and Sustained Competitive Advantage