High Performance Work Systems and Innovation Performance Through Knowledge Sharing and Organizational Learning Culture

Abstract

This study examines the effectiveness of environmental disclosure controls at the Iron and Steel Despite High-Performance Work Systems' (HPWS) status as a strategic HR practice for innovation, the mechanism by which they influence innovation performance in developing and war-torn nations remains largely unknown. In this study, we looked at how HPWS affected innovation performance in Libyan companies by analysing the mediating function of knowledge sharing and the moderating function of organizational learning culture. To do this, we conducted a quantitative survey study among 312 employees representing libyan firms from manufacturing, telecommunications, banking, and public sector. Present model was empirically validated using PLS-SEM. Our results show that HPWS had a positive effect on innovation performance (β = 0.28, p < 0.001) and knowledge sharing (β = 0.46, p < 0.001). Knowledge sharing had a positive effect on innovation performance (β = 0.32, p < 0.001), and partially mediated the relationship between HPWS and innovation performance (β = 0.15, p < 0.001; VAF = 34.9%). HPWS-Innovation Performance Relationship is Improved via Organizational Learning Culture (β = 0.18, p < 0.001). It is important to note from the research that HPWS improve innovation performance by providing knowledge-based capability and organizational learning environment.