https://orcid.org/0000-0002-3450-1992
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Abstract
The importance of flexibility as a characteristic of HR systems has been long recognized. Yet, very little work has attempted to conceptualize and measure it for examining desirable outcomes such as innovation. We draw from the theory of dynamic capabilities to develop a testable model. We contribute by theorizing and empirically examining the influence of flexibility-oriented HRM (FHRM) systems on intellectual capital, and by examining the mediating role of intellectual capital in the relationship between FHRM and innovativeness. We test our model using samples from China and India and show support for the hypotheses. Our findings show a specific set of relationships between two FHRM components – Coordination-flexibility-oriented HRM and Resource-flexibility oriented HRM – and the three components of intellectual capital – human, social, and organizational capital. We also find that intellectual capital mediates the relationship between FHRM and firm innovativeness. We discuss findings, limitations, and future directions.
Acknowledgments
We thank the Associate Editor and the three anonymous reviewers for their valuable insights and feedback throughout the review process.
Disclosure statement
No potential conflict of interest was reported by the authors.
Data availability statement
The data that support the findings of this study are available on request from the corresponding author, [LW]. The data are not publicly available due to [restrictions e.g. their containing information that could compromise the privacy of research participants].