Narrow Results

Prior research has shown that the level of communication has an effect on the learning outcomes in R&D alliances and, subsequently, on performance. The level of communication depends on issues such as the systems that enhance knowledge sharing and the factors that deter knowledge flows, such as tacitness of knowledge and (deliberate) barriers set up to limit knowledge transfer. Innovations and value can only be created through sufficiently open knowledge sharing. But on the other hand, too open knowledge sharing might outrun the value gained by innovations if the knowledge lost would leave the knowledge sharing firm vulnerable. Yet, there is still a lack of understanding on which factors are responsible of the level of communication and to what extent. In particular, it has often been forgotten that HRM-related mechanisms are not only functional within firms, but also between firms. Thus, in this study, the HRM-related mechanisms that contribute to both of these areas are examined by using empirical quantitative data gathered from 83 Finnish R&D intensive firms.

In terms of innovation generation and management, creative employees are the most valuable resources in small firms. Thus, knowledge leaking and leaving are the major staff-related risks. Protecting HRM-related knowledge is one effective way of dealing with these challenges, although this is not always acknowledged by academics or by managers. It is particularly valuable in safeguarding the existing background knowledge of the firm, and thus the prerequisites for future innovation. The aim in this study is to shed light on what is a somewhat neglected protection and appropriability mechanism, and thus to enhance understanding of the role of HRM in protecting core company knowledge—especially in SMEs. These issues are explored in a review of the latest literature and a case study of 15 SMEs representing three industries. The theoretical contribution of the study is to introduce and empirically test a typology of five HRM-related knowledge-protection mechanisms: recruitment, education and training on matters of confidentiality, retaining employees, capturing and diffusing knowledge in-house, and monitoring.

The extant research findings have identified lacunas (i.e. gaps, unresolved issues, and black box) in the High-Performance Work System (HPWS)-Performance relationship and suggested usage of a mechanism (mediator) that can close up the identified lacunas. Thus, this study investigates whether employee creativity can play a mediating role in the relationship between HPWS and firm non-financial performance. The sample size of the study is 518, and respondents were selected through stratified sampling technique. Data were collected from the sampled 518 managers in Nigerian firms. Partial Least Squares (PLS) algorithm and bootstrapping techniques were used for data analysis. The result indicates that employee creativity competitively/partially mediates the relationship between HPWS and non-financial performance. Employee creativity represents an appropriate mechanism to explain the relationship between HPWS and non-financial performance. Hence, the positive indirect effect via the mediator variable (employee creativity) reveals the ‘true’ relationship between HPWS and non-financial performance. This result implies that HPWS may not necessarily enhance non-financial performance. Ill-configured HPWS could jeopardize non-financial performance, but HPWS that stimulates employee creativity would enhance non-financial performance. Lastly, the implications, limitations and suggestions for future research are discussed.