| In this dissertation, I focused on the antecedents and outcomes of organizational knowledge-creation capability. Specifically, I focussed on how strategic human resource practices can be used to build and support organizational knowledge-creation capability and how this capability is related to firm performance. Based on a review of the literatures on the knowledge-based view of the firm, organizational learning and knowledge creation, and strategic human resources, I developed a prescriptive model for creating organizational knowledge-creation capability.; I conducted a field study with 78 high-tech organizations to test a model linking four configurations of HR practices (acquisition, development, commitment, and retention) to organizational knowledge-creation capability through the effects of these practices on three workforce characteristics: human capital, employee motivation, and employee turnover. Data for the study were collected from four sources within each participating organization: an interview with the CEO was used to collect measures of firm innovation; surveys of top management team members were used to collect measures of organizational knowledge-creation capability; surveys of up to 15 core employees were used to collect measures of human capital, employee motivation, and employee turnover; and a survey of a top human resources manager was used to collect measures of HR practices used for core employees.; The results showed that four configurations of HR practices were significantly related to three workforce characteristics (human capital, employee motivation, and turnover). Specifically, both an acquisition and a commitment configuration of HR practices were related to separate measures of human capital, a commitment configuration of HR practices was significantly related to employee motivation, and a retention configuration was significantly related to lower employee turnover. In turn, the three workforce characteristics were significantly related to organizational knowledge-creation capability. Finally, results showed that organizational knowledge-creation capability was significantly related to two different measures of firm innovation. This study advances understanding of organizational innovation by developing and testing a prescriptive model for building organizational knowledge-creation capability, a capability that has been seen as a key competency for building long-term strategic advantage for companies. Overall, this dissertation provides a more comprehensive understanding of the role configurations of HR practices in increasing firm performance and creating firm capabilities. |
