EXAMINING THE IMPACT OF KNOWLEDGE-BASED HRM PRACTICES ON ORGANIZATIONAL INNOVATION WITH THE MEDIATING EFFECT OF KNOWLEDGE SHARING IN TELECOM SECTOR OF PAKISTAN

Abstract

This study examines the influence of Knowledge-Based Human Resource Management (KBHRM) practices on innovation within Pakistan's telecom sector, addressing a gap in literature. The primary objective is to understand how KBHRM strategies, including recruitment and selection, training and development, compensation management and performance management, foster innovation through the mediation of knowledge sharing. Knowledge-based view (KBV) theory used to explain the role of knowledge and intellectual capital in shaping the context of this study. Resource-based view (RBV) used to examine how internal resources and capabilities influence the organisation. This study involved a survey of 166 employees, with data analyzed using regression and mediation techniques. The results demonstrate that KBHRM practices and knowledge sharing significantly enhance organizational innovation, highlighting the critical role of effective HR strategies and knowledge distribution. The methodology employed structured questionnaires to collect data, followed by detailed statistical analysis. Empirical findings indicate that KBHRM practices positively impact innovation, primarily through improved knowledge sharing among employees. However, this study's focus on the telecom sector in Pakistan limits the broader applicability of the results. The cross-sectional nature of this research also restricts causal inferences, and self-reported data may introduce bias. Future research should consider longitudinal studies and varied data sources to validate these findings. A mixed-methods approach could provide deeper insights into the mechanisms that drive innovation. Additionally, both quantitative  (numbers) and qualitative (stories and experiences) methods should be used to understand the complex interactions between organizational innovation and knowledge-based HR practices. Examining the influence of organizational culture, leadership, and the integration of digital technologies in KBHRM processes could provide deeper insights into enhancing innovation across different organizational contexts.