Influence of High-Involvement and High-Commitment HRM Practices on Innovation: The Mediating Role of Knowledge Sharing
DOI:
https://doi.org/10.54536/ajebi.v2i2.1589Keywords:
High-Involvement HRM Practices, High-Commitment HRM Practices, Knowledge Sharing, Innovation CapabilityAbstract
Given the important role of HRM practices and knowledge resources for firms to pursue innovation, the purpose of this study is to investigate the influence of high-involvement and high-commitment HRM practices on the innovation capability of firms via mediating role of knowledge sharing. This study has developed a proposed research model and applied Structural Equation Modeling (SEM) to test proposal hypotheses using data collected from 211 participants in 65 Vietnamese firms. The findings of this study support the significant impacts of both high-involvement and high-commitment HRM practices on innovation capability directly or indirectly through the mediating role of knowledge sharing. Especially, the empirical findings reveal that high-involvement HRM practices induce greater effects on innovation compared to the effects of high-commitment HRM practices. The findings of this study have significantly contributed to increasing the insight of the link between specific forms of HRM practice and innovation capability. Moreover, it provides an effective solution for Vietnamese firms to pursuit and foster innovation capability.
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