Human Resource Practice Management for Knowledge Intensive Team: IMPACT on Team Innovation Performance and Substitution Effect of Empowerment Leadership

Zhen Han, Hao Ren, Shiyu Yang and Yuhang Han
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Zhen Han: School of Economics and Management, Tongji University, Tongji Building A, Siping Road 1500, Yangpu District, Shanghai 200092, China
Hao Ren: School of Economics and Management, Tongji University, Tongji Building A, Siping Road 1500, Yangpu District, Shanghai 200092, China
Shiyu Yang: School of Economics and Management, Tongji University, Tongji Building A, Siping Road 1500, Yangpu District, Shanghai 200092, China
Yuhang Han: School of Economics and Management, Tongji University, Tongji Building A, Siping Road 1500, Yangpu District, Shanghai 200092, China

Sustainability, 2021, vol. 13, issue 9, 1-16

Abstract: As an important factor in society development, human resource management is crucial to enhance the effectiveness of an organization. In this paper, the research focuses on the human resource management practice in knowledge-intensive teams, and studies the relationship between knowledge sharing and team innovation performance in combination with the practice of ability improvement, opportunity improvement and motivation improvement, aiming at verifying the various research hypotheses, practical policy suggestions are proposed to improve the enterprises management. A leadership substitution model is used to introduce empowerment leadership as the boundary condition to the analysis framework, and the regulatory effect of the empowerment leadership on human resource management practice and team knowledge sharing are discussed through the method of empirical analysis. The analysis results showed the substitution effect between cross-level empowerment leadership and human resource management practice and proved an alternative role between human resource management practice and empowerment leadership in a knowledge-intensive team, which provides a preliminary research basis for later research. The results fully demonstrate that for knowledge-intensive teams, more targeted human resource management practice is needed as the theoretical support. Based on leadership substitution theory, this study explored the relationship between human resource practice and innovation, trying to extend the reverse effect of leadership substitution theory. A cross-layer model is discussed as the paper distinguished implementation of human resource management practices and perceived human resource management practice.

Keywords: knowledge-intensive team; human resource management; innovation performance; empowerment leadership; substitution effect (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2021
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