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RECONNOITERING THE INTERVENING ROLE OF DYNAMIC CAPABILITIES BETWEEN HIGH-PERFORMANCE WORK SYSTEMS AND INNOVATION PERFORMANCE
Corresponding Author(s) : Naveed Mushtaq
Humanities & Social Sciences Reviews,
Vol. 9 No. 3 (2021): May
Abstract
Purpose of the study: This study explores the Impact of High-Performance Work System practices (HPWS), on innovation performance, through the intervening role of dynamic capabilities and innovation culture among the rapidly growing cement industry of Pakistan, which is the backbone of Pakistan's construction industry.
Methodology: This is a self-administrative survey, and data were analyzed using Smart PLS 3.0, SPSS.
Main Findings: HPWS has a positive impact on a firm's innovation performance. Furthermore, dynamic capabilities mediated the association between HPWS and innovation performance.
Applications of this study: The study is essential for the cement industry, where traditional HRM has long been applied. Using HPWS would create a more innovative environment and establish dynamic capabilities that can trigger innovations such as administrative, incremental, radical, and marketing in the face of dynamic customer demands.
Novelty/Originality of this study: This study has enriched our understanding of how organizations can improve their innovation performance in a complex and ambiguous environment, which is crucial to gaining competitive advantages. This study also suggests that developing a system of HPWS practices in organizations, particularly the cement industry, will help the organizations flourish and stay competitive in the marketplace and help elicit the right employee attitudes by fully mediating dynamic capabilities. Therefore, organizations should establish developed HPWS and create an innovation culture that will ultimately benefit the organization creates an innovation culture.
Keywords
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- Abbasi, S. G., Shabbir, M. S., Abbas, M., & Tahir, M. S. (2020). HPWS and knowledge sharing behavior: The role of psychological empowerment and organizational identification in public sector banks. Journal of Public Affairs, 20(3), 1-8. https://doi.org/10.1002/pa.2512 DOI: https://doi.org/10.1002/pa.2512
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References
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Al-Taii, M. A., Ismael, H. K., & Khudhur, S. A. (2020). The role of human resources maintenance in achieving organizational agility. TANMIYAT AL-RAFIDAIN, 39(125), 43-62. https://doi.org/10.33899/tanra.2020.164504 DOI: https://doi.org/10.33899/tanra.2020.164504
Ambrosini, V., & Bowman, C. (2009). What are dynamic capabilities and are they a useful construct in strategic management? International Journal of Management Reviews, 11(1), 29-49. https://doi.org/10.1111/j. 1468-2370.2008.00251.x DOI: https://doi.org/10.1111/j.1468-2370.2008.00251.x
Barker, V. L., & Mone, M. A. (1994). Retrenchment: cause of turnaround or consequence of decline?. Strategic management journal, 15(5), 395-405. https://doi.org/10.1002/smj.4250150506 DOI: https://doi.org/10.1002/smj.4250150506
Barney, U. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International Journal of Human Resource Management, 5(2), 301-326. https://doi.org/10.1080/ 09585199400000020 DOI: https://doi.org/10.1080/09585199400000020
Bhatti, S. H., Zakariya, R., Vrontis, D., Santoro, G., & Christofi, M. (2020). High-performance work systems, innovation and knowledge sharing. Employee Relations, 43(2), 438-458. https://doi.org/10.1108/ER-10-2019-0403 DOI: https://doi.org/10.1108/ER-10-2019-0403
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Guthrie, J. P., Flood, P. C., Liu, W., & MacCurtain, S. (2009). High performance work systems in Ireland: Human resource and organizational outcomes. The International Journal of Human Resource Management, 20(1), 112-125. https://doi.org/10.1080/09585190802528433 DOI: https://doi.org/10.1080/09585190802528433
Hagedoorn, J., & Duysters, G. (2002). External sources of innovative capabilities: The preferences for strategic alliances or mergers and acquisitions. Journal of Management Studies, 39(2), 167-188. https://doi.org/10.1111/1467-6486.00287 DOI: https://doi.org/10.1111/1467-6486.00287
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