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Innovation performance is important in influencing human resource management to be able to bring progress to the hospital. Innovation performance is strongly influenced by many aspects, such as knowledge-based human resource management which influences intellectual capital (human capital, structural capital, and relational capital). This research involved 81 hospitals and 221 employees (managers/leaders of private hospitals) in the Greater Jakarta area. This type of research is deductive, and data collection by distributing questionnaires. The analytical method used is the Structural Equation Model (SEM). The results obtained from this study are that knowledge-based HRM practices have direct and indirect effects on human capital, structural capital, and innovation performance. Furthermore, human capital can influence structural capital and innovation performance. Human capital also plays a role in mediating the relationship between knowledge-based HRM practice and structural capital and innovation performance, but it fails to mediate the relationship between knowledge-based HRM practice and relational capital. In addition, this research also proves that structural capital can mediate the relationship between knowledge-based HRM practice and innovation performance. Intellectual capital can affect innovation performance. Finally, knowledge-based HRM practice and human capital cannot influence relational capital, so relational capital cannot mediate the relationship between knowledge-based HRM practice and innovation performance. [ABSTRACT FROM AUTHOR]

This article investigates the relationship between intellectual capital, supply chain learning, and supply chain adaptability. Specifically, relying on organizational learning theory, a research model is proposed linking intellectual capital (consisting of the trichotomy of human, organizational, and social capital), supply chain learning (consisting of supplier learning and customer learning) and supply chain adaptability. We scrutinize these relationships in two culturally-diverse contexts, China and USA, and develop hypotheses concerning the differences in the relative strengths of these relationships. Data from 300 Chinese and 229 USA manufacturers in high-tech industries are used to test these hypotheses. While the relationships are generally supported, especially insightful are the results where they differ between the two countries. While human capital is more important in influencing organizational capital in USA, social capital is more important in China. Social capital also plays a more significant role in influencing customer learning in China, while no statistical differences are detected in social capital's influence on supplier learning across the two countries. The divergence observed can be explained by the cultural differences between the two countries. Implications are provided for managers in both countries to improve supply chain adaptability. [ABSTRACT FROM AUTHOR]

Purpose: While prior research suggests that human resource management (HRM) practices are crucial drivers of a firms' intellectual capital, few studies have tried to deconstruct this relationship and investigate how HRM practices specifically affect intellectual capital resources. Furthermore, prior research treated this relationship as universal and rarely tried to introduce important contingent factors that may alter the mechanisms involved in how HRM practices influence firms' intellectual capital. In this study, the authors examine the relationships between the ability-, motivation- and opportunity-enhancing dimensions of HRM systems and human, social and structural capital and investigate how companies' codification and personalization knowledge management (KM) strategies may alter these relationships. Design/methodology/approach: The data were collected using a telephone survey of 215 knowledge-intensive companies operating in Russia. The paper utilizes partial least squares structural equation modeling (PLS–SEM) to evaluate the measurement model and test hypothesized relationships. Findings: The findings indicate positive relationships between ability-enhancing practices and firms' human capital between motivation-enhancing practices and firms' human and social capital and between opportunity-enhancing practices and firms' social and structural capital. The authors' results reveal the limited moderating role of KM strategies in the relationships between HRM and intellectual capital. While a personalization strategy had no impact on any of the proposed relationships, a codification strategy positively moderated the relationship between opportunity-enhancing HRM practices and firms' structural capital. Originality/value: The study expands the debates in strategic HRM literature by looking "inside" the HRM–intellectual capital relationship. Additionally, the authors' findings reveal the complexity of the contingent effect that KM strategies of codification and personalization have on the relationship between HRM practices and intellectual capital. Although some of the relationships were not moderated by the KM strategy of the firm, the HRM–intellectual capital relationship cannot be considered fully universal. [ABSTRACT FROM AUTHOR]