Leveraging high-performance HRM practices and knowledge sharing for managing technological and social change in emerging market healthcare providers
We investigate the factors that affect healthcare service innovation resulting from digitalization. We develop a conceptual model asserting that adopting digital technologies for healthcare service innovation will require effective knowledge-sharing antecedents and high-performance human resource ma...
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| Veröffentlicht in: | Technological forecasting & social change Jg. 205; S. 123463 |
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| Sprache: | Englisch |
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01.08.2024
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| ISSN: | 0040-1625, 1873-5509 |
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| Abstract | We investigate the factors that affect healthcare service innovation resulting from digitalization. We develop a conceptual model asserting that adopting digital technologies for healthcare service innovation will require effective knowledge-sharing antecedents and high-performance human resource management (HPHRM) practices. Using a grounded theory approach, we present evidence from the healthcare industry in an emerging market setting of multiple qualitative case studies. We note how HPHRM practices create a social context for employees and managers to share their knowledge through face-to-face and technologically-mediated applications for delivering innovative healthcare services. We highlight the importance of employee empowerment, job autonomy, social interaction ties, trust, and shared goals for improving knowledge sharing and developing innovative healthcare solutions. Therefore, our study highlights the impact on the design of workplaces engaged in developing innovative healthcare solutions and the role of specific HPHRM practices in supporting the same.
•HPHRM practices are crucial for creating a social context that promotes knowledge-sharing among employees and managers.•Face-to-face interactions and technology applications are key for fostering innovative healthcare services.•Empowerment, job autonomy, and social ties are essential elements shaping the social context in healthcare workplaces.•Trust and shared goals are pivotal for enhancing knowledge sharing, facilitating the development of innovative healthcare solutions.•Our findings profoundly impact the design of workplaces focused on developing innovative healthcare solutions. |
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| AbstractList | We investigate the factors that affect healthcare service innovation resulting from digitalization. We develop a conceptual model asserting that adopting digital technologies for healthcare service innovation will require effective knowledge-sharing antecedents and high-performance human resource management (HPHRM) practices. Using a grounded theory approach, we present evidence from the healthcare industry in an emerging market setting of multiple qualitative case studies. We note how HPHRM practices create a social context for employees and managers to share their knowledge through face-to-face and technologically-mediated applications for delivering innovative healthcare services. We highlight the importance of employee empowerment, job autonomy, social interaction ties, trust, and shared goals for improving knowledge sharing and developing innovative healthcare solutions. Therefore, our study highlights the impact on the design of workplaces engaged in developing innovative healthcare solutions and the role of specific HPHRM practices in supporting the same.
•HPHRM practices are crucial for creating a social context that promotes knowledge-sharing among employees and managers.•Face-to-face interactions and technology applications are key for fostering innovative healthcare services.•Empowerment, job autonomy, and social ties are essential elements shaping the social context in healthcare workplaces.•Trust and shared goals are pivotal for enhancing knowledge sharing, facilitating the development of innovative healthcare solutions.•Our findings profoundly impact the design of workplaces focused on developing innovative healthcare solutions. |
| ArticleNumber | 123463 |
| Author | Budhwar, Pawan Chowdhury, Soumyadeb Nguyen, Mai Malik, Ashish Gugnani, Ritika |
| Author_xml | – sequence: 1 givenname: Ashish surname: Malik fullname: Malik, Ashish email: a.malik@qub.ac.uk organization: Queen's Business School, Queen's University Belfast, 185 Stranmillis Road, Belfast, Northern Ireland BT9 5EE, United Kingdom – sequence: 2 givenname: Mai surname: Nguyen fullname: Nguyen, Mai email: m.nguyen2@griffith.edu.au, maidhtm@tmu.edu.vn organization: Griffith University School, Brisbane, QLD, Australia – sequence: 3 givenname: Pawan surname: Budhwar fullname: Budhwar, Pawan email: p.s.budhwar@aston.ac.uk organization: Aston Business School, Aston University, Birmingham B4 7ET, United Kingdom – sequence: 4 givenname: Soumyadeb surname: Chowdhury fullname: Chowdhury, Soumyadeb email: s.chowdhury@tbs-education.fr organization: Information, Operations and Management Sciences Department, TBS Business School, 1 Place Alphonse Jourdain, 31068 Toulouse, France – sequence: 5 givenname: Ritika surname: Gugnani fullname: Gugnani, Ritika email: Ritika.gugnani@jaipuria.ac.in organization: Jaipuria Institute of Management, Noida, India |
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| Keywords | Healthcare solutions Emerging market High-performance human resource management practices Knowledge-sharing antecedents |
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