《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》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（18页珍藏版）》请在金锄头文库上搜索。
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 good capacities inmanaging knowledge management tools in place to ensure effective utilization of the human capital in the developmen
