Abstract
A basic premise of the literature states that innovation depends on the ability of firms to manage knowledge. However, despite the major role of services in the economy, studies that assess the role of knowledge in innovation performance are particularly limited in this sector. Moreover, knowledge and human resource practices are intrinsically related concepts, as it is people who generate processes and refine knowledge. An empirical analysis is conducted on the role of organizational knowledge and collaborative human resource practices in innovation performance. The results show that: (i) existing knowledge in a certain domain provides a base for introducing innovations into the domain; (ii) knowledge of a more general nature favours the introduction of various types of innovation; (iii) collaborative human resource practices are an antecedent of product innovation; and (iv) development of organizational knowledge may be based on a broader perspective associated with human resource management.
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Notes on contributors
Julia Nieves
Julia Nieves, Ph.D. in Business Administration, is an Assistant Professor at the University of Las Palmas de Gran Canaria. She has combined her teaching work with her professional activity in the financial and the audit sector. Her research focuses on knowledge strategic management and innovation in services with particular emphasis on hospitality industry.
Agustín Quintana, Ph.D. in Business Administration, is an Associate Professor at the University of Las Palmas de Gran Canaria. He has worked as organizational advisor for private and governmental bodies. His research has focused on marketing, innovation and strategic planning in industrial and tourism sectors.
Javier Osorio, Ph.D. in Business Administration, is an Associate Professor at the University of Las Palmas de Gran Canaria. He has worked as organizational advisor for private and governmental bodies. His research has focused on information systems management, strategic planning and innovation in organizations.