The Effects of Human Resource Practices, Social Interaction, and Organizational Context on Knowledge Management and Innovation Performance

• Main Authors: Jing-Wen Huang, 黃靖文
• Other Authors: Chung-Jen Chen
• Format: Others
• Language: en_US
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/04321884842435937322

博士 === 國立成功大學 === 企業管理學系碩博士班 === 95 === Owing to the increasing important role of innovation for firms to enhance potential value and sustainable competitive advantage, previous research has paid attentions to organizational innovation. This study develops an integrative framework through extensive literature review to identify the factors on the adoption of innovation and their influences on innovation performance. Synthesizing insights from prior studies, this study wants to examine the interrelationships between strategic human resource practices, social interaction, knowledge management, organizational climate, organizational structure, and innovation performance. In addition, I attempt to explore the potential mediating effects in their intrinsic connections. Based on the knowledge-based view, hypotheses are proposed and then examined through an empirical study. The population for this study is the top 5000 Taiwanese firms listed in the China Credit Information Service Incorporation. A stratified random sampling method was used to select 150 firms in each of the five 1000 levels. The useable response rate was 19.47%. I use statistical analysis methods including factor analysis, reliability analysis, and regression analysis to test the hypotheses in a sample of 146 firms. The major findings of this study include: firstly, the results of regression analyses show the significant relationships between research variables. Secondly, the empirical results support the mediating effect of knowledge management on strategic human resource practices and innovation performance. Thirdly, knowledge management also plays a mediating role between social interaction and innovation performance. Fourthly, organizational climate can facilitate knowledge management through the mediating effects of social interaction. Fifthly, the results show the mediating role of social interaction in the relationship between organizational structure and knowledge management. Finally, managerial implications and future research directions are discussed.