整合共享型人力资源实践与个体创新绩效——知识交换与目标导向的作用
赵富强1，胡伟2，陈耘1，张秋红1
（1.武汉理工大学管理学院，湖北 武汉430070；
2.江苏大学管理学院，江苏 镇江212013)
摘要：随着经营环境日趋VUCA（多变volatility、不定uncertainty、复杂complexity和模糊ambiguity），内外资源整合共享以快速创新成为企业发展的现实选择，而如何打破资源流动藩篱，整合共享求同用异，有赖于个体能力提升、动机激发以及机会提供，这需要组织规则框架——人力资源实践的支持。418份有效样本的实证研究发现：（1）整合共享型人力资源实践（IS-HRP）正向影响个体创新绩效；（2）IS-HRP与个体创新绩效间关系被知识分享、知识隐藏和知识操纵所中介；（3）学习目标导向不仅调节了IS-HRP与知识分享之间的直接效应，而且调节IS-HRP与个体创新绩效之间通过知识分享中介的间接关系；回避目标导向调节IS-HRP与知识隐藏之间的直接效应，同时调节IS-HRP通过知识隐藏对个体创新绩效的间接效应；证明目标导向不仅调节IS-HRP与知识操纵之间的直接效应，而且调节IS-HRP通过知识操纵对个体创新绩效的间接效应。从而为企业管理实践、资源整合共享以及员工创新绩效提升提供了决策参考。
：整合共享型人力资源实践（IS-HRP）；知识交换；目标导向；创新绩效
主要研究结论：（1）IS-HRP对个体创新绩效具有显著正向影响。IS-HRP作为组织向个人投资的资源，不仅仅能够提供心理资源，例如心理安全感和组织支持感，还可以通过提供渠道和机会来获取多元异质化的知识和信息等能级资源，因此可以促进个体创新绩效的提高。
（2）知识分享、知识隐藏以及知识操纵中介IS-HRP对个体创新绩效的影响。员工通过知识分享可以获取多元异质知识资源以提升个体创新绩效，而IS-HRP可促进员工知识分享以获得多元异质信息和观点；资源匮乏个体倾向隐藏自身知识，而IS-HRP通过为其提供充足资源，可有效减少知识隐藏，从而避免创新绩效降低；员工知识操纵会降低声誉，从而带来资源损失，而IS-HRP
（3）目标导向调节IS-HRP对知识分享、隐藏以及操纵之间的直接关系，并且调节IS-HRP通过知识分享、隐藏以及操纵对个体创新绩效的间接作用。目标导向影响个体对HRP的解读、评价与运用，因而调节IS-HRP对知识分享、隐藏与操纵的直接影响以及其通过知识分享、隐藏与操纵对个体创新绩效的间接作用。
Integrating and sharing human resource practice and individual innovation performance:The role of knowledge exchange and goal orientation
Zhao Fuqiang1, Hu Wei2, Chen Yun1, Zhang Qiuhong1
(1.School of Management, Wuhan University of Technology, Wuhan 430070, Hubei, China；
2.School of Management, Jiangsu University, Zhenjiang 212013, Jiangsu, China)
Abstract:In the digital intelligent era, science and technology change quickly, industry boundaries are becoming increasingly blurred, and consumer demands are becoming more diverse. Enterprises must constantly innovate to ensure their own survival and development, while organizational innovation depends on the improvement of employees′ individual innovation ability, motivation and opportunity. However, human resource practice is the rule framework for employees′ ability, motivation and opportunity. Enterprises should pay close attention to not only the utilization of internal resources, but also the acquisition of external resources, and then the integration of internal and external resources. However, it depends on individual ability, motivation and opportunity to break the barriers of resource flow, integrate and share the heterogeneous resources. Therefore, integrating and sharing human resource practice (IS-HRP) come into being and become a realistic choice for enterprises. IS-HRP is a series of independent, dependent and complementary human resource management activities taken by the organization to break the restriction of resource flow and give full play to the advantages of internal and external resources in order to improve the ability of employees, stimulate their motivation, and provide them with opportunities in order to integrate and share internal and external heterogeneous resources.
As we all know, diverse and heterogeneous knowledge is the source of innovation, and its integration and sharing is the key to individual innovation. However, due to the conflict of collective and individual interests, employees often face the dilemma of knowledge sharing, and there are few existing studies on how to resolve the dilemma of knowledge sharing through knowledge exchange. In addition, goal orientation, as an individual trait, is an important predictor of individual interpersonal behavior. Different goal orientation individuals have different perceptual evaluation of the same practice, which affects their knowledge exchange cognitive evaluation, and then their consequent attitude, behavior and performance. Most of the existing studies take goal orientation as an antecedent variable, while it is rare to explore its impact on the relationship between human resource practice and employee innovation performance.
Based on this, this paper proposed integrating and sharing human resource practice (IS-HRP). According to the empirical study of 421 valid samples, the follow conclusions were found. Firstly, IS-HRP has a positive impact on individual innovation performance. Secondly, knowledge sharing, hiding and knowledge manipulation all play a part of intermediary role between IS-HRP and individual innovation performance. Finally, learning goal orientation regulates the direct influence of IS-HRP on knowledge sharing and the indirect impact of it on individual innovation performance through knowledge sharing, while avoiding goal orientation moderates the direct impact of IS-HRP on knowledge hiding and the indirect effect of it on individual innovation performance through knowledge hiding, and proving goal orientation adjusts the direct effect of IS-HRP on knowledge manipulation and the indirect influence of IS-HRP on individual innovation performance through knowledge manipulation. Therefore, the research can provide a theoretical base and decision-making reference for the enterprise management practice of resource sharing integration and innovation performance improvement.
The contributions of this study are as follows. Firstly, the proposal of IS-HRP will complement the existing HRP configuration research and lay the research foundation of internal and external resource integration and sharing management. Secondly, it will enrich the research on the black box mechanism of HRP affecting individual innovation, expand the research perspective of the mechanism of HRP and innovation performance, and provide a theoretical reference for resolving the dilemma of knowledge sharing. Finally, it will expand the research on the situational conditions of the role mechanism of HRP, and enrich the research on the goal-oriented boundary conditions of organizational HRP, knowledge exchange and individual innovation.
The implications of this study are as follows. Firstly, organizations should build and implement IS-HRP, for example bringing diverse and heterogeneous knowledge through cross-border multiple selection, increasing employees′ psychological security through flexible and diverse employment, developing effectively internal knowledge through flexible work configuration, acquiring external knowledge through internal and external integration, and realizing internal sharing within the organization through win-win cooperation and performance contribution compensation. Secondly, the organization should create an atmosphere of knowledge sharing, promote employee knowledge sharing, reduce employee knowledge hiding, avoid employee knowledge manipulation, and then improve individual innovation performance. Finally, in terms of human resource management, managers should identify and cultivate the goal orientation of employees, so as to strengthen the role of management practice on individual knowledge sharing, innovation ability and performance.
Key words:integrating and sharing human resource practice (IS-HRP); knowledge exchange; goal orientation; innovation performance
引用本文：赵富强,胡伟,陈耘,等.整合共享型人力资源实践与个体创新绩效——知识交换与目标导向的作用[J].科研管理,2023,44(08):183-192.
转自：“科研管理”微信公众号
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