Knowledge based human resource management and employee creativity: the dual mediation of knowledge sharing and knowledge hiding

Caleb Lugar; Rajko Novićević

doi:10.31520/2616-7107/2021.5.4-1

Caleb Lugar University of Mississippi, Oxford, USA http://orcid.org/0000-0002-1450-4424
Rajko Novićević ADRIATIK University Bar, Bar, Montenegro http://orcid.org/0000-0002-1526-9024

DOI: https://doi.org/10.31520/2616-7107/2021.5.4-1

Abstract

Introduction. Employee creativity is an essential element that is required for the dynamic work environments. Companies able to foster employee creativity through knowledge based human resource management practices enhance their competitive advantage over companies who stifle employee creativity. The conceptual model in this paper aims to demonstrate that knowledge sharing and knowledge hiding mediate the relationship between knowledge based human resource management practices and employee creativity. The implementation of knowledge based human resource management practices can lead to increased knowledge sharing and decreased knowledge hiding both of which will result in increased employee creativity.

Aim and tasks. The aim of this paper is to build on social exchange theory as the foundational theory for understanding how knowledge based human resource management practices impact employee creativity through the mediators of knowledge sharing and knowledge hiding.

Results. In previous research have studied the relationship between knowledge behaviors and employee creativity while accounting for motivational climate, transformational leadership, goal orientation, and various human resource management practices. Many of these factors have traditionally been exogenous variables to the individual employees working in organizations. While social exchange theory implies a dyadic exchange, it would be relevant to examine the endogenous variants within employees that might contribute to differential reactions to reciprocation. It is substantiated that individuals that have different exchange ideologies react differently to organizational support. The first section includes a literature review of the constructs - knowledge based human resource management, knowledge sharing, knowledge hiding, and employee creativity. The second section provides a model focusing on the impact social exchange theory has on the constructs, including theory-based propositions. In reviewing this model, the paper makes theoretical contributions to the constructs and social exchange theory. The final section provides direction for future research and discussion.

Conclusions. Creativity is the fuel for the 21st century’s competitive organizations. Researchers and practitioners alike rely on creativity to solve problems and improve products and services around the globe. It is important to deeply understand the antecedents necessary for creativity so that organizations employ systems and process that are conducive for creative production. From the theoretical foundations laid out in this paper, knowledge based human resource management practices will increase employee creativity through increased knowledge sharing and decreased knowledge hiding.

Keywords:

knowledge based human resource management, knowledge sharing, knowledge hiding, employee creativity.

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