Strategic HRM in building micro-foundations of organizational knowledge-based performance

Strategic HRM research has a strong potential to further our understanding of how organizational knowledge processes influence performance at various analytical levels. Drawing on ability–motivation–opportunity research and linking it to knowledge sharing behaviors, we discuss the micro-foundations in the link between strategic HRM practices and knowledge-based organizational performance. We thus describe a research agenda for future micro-foundational research that links strategic HRM and knowledge-based performance.

► Theorizing about the nature and content of micro-foundations, relevant for this research.
► Reviewing existing studies on HRM practices found to be influential for this research.
► Identify three areas in which we observe the greatest challenges in advancing this research.
► Proposing guidelines for future theoretical and empirical work.