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Adopting a relational perspective, this article investigates whether organizational relationship-building routines and relational coordination influence organizational knowledge management capability and ultimately innovation in professional service firms (PSFs). Using data collected from 120 accounting firms in Ireland, support is found for an inter-mediation model where both relational coordination and knowledge management capability intervene in the relationship between relational routines and innovation. Thus, a linkage model is supported whereby relational routines facilitate relational coordination, which enhances knowledge management capability, leading to innovation. This article provides evidence of the importance of relational routines and relational coordination in promoting a firm's knowledge management capability and in fostering innovation. Results highlight the value of relational resources in PSFs and suggest a novel and easy-to-implement approach for knowledge and innovation management.

Purpose– The purpose of this paper is to examine how a system of human resource management (HRM) practices, labelled high-performance work systems (HPWS), influences organizational innovation in professional service firms (PSFs). In this study, innovation in PSFs is seen as an indicator of firm performance and is calculated as the revenue per person generated from new clients and new services, respectively.Design/methodology/approach– Quantitative data were collected from 195 managing partners, HR managers or experienced Partners in 120 Irish accounting firms. Hierarchical regression analysis was used to test the hypotheses.Findings– The analysis results indicate strong support for the mediating role of employees' innovative work behaviours in the relationship between HPWS and two types of PSFs' innovation performance.Practical implications– Managers need to effectively adopt and implement innovation-based HRM practices to encourage and support employees' creative thinking and innovation. Through the adoption and utilization of these practices managers can enhance the firm's innovation and its performance.Originality/value– This study contributes to our understanding of the link between HRM and firm innovation by explicating a pathway between these variables. This study also generalizes consistent findings on the HRM-firm innovation relationship to a different context, i.e. PSFs.

Until recently, researchers operationalized and measured the psychological construct of forgiveness at the individual, rather than the group, level. Social psychologists started applying forgiveness to groups and examining the role intergroup forgiveness may have in conflict resolution and peace efforts. Initial attempts to define and measure forgiveness at the group level either assumed individual and group capacities were the same, or insufficiently described what intergroup forgiveness meant. We developed a new measure of intergroup forgiveness, and a novel group administration process, that operationalized the construct in a philosophically coherent way. Our conceptualization of intergroup forgiveness was rooted in what groups, as opposed to the individuals who compose them, have the capacity to do. We collected data on the psychometric properties of the measure with 595 participants in three different geographic and cultural settings. We assessed the factor structure, internal consistency, and validity of the measure. We also assessed a novel group-based method of administering the measure to better understand the relationship between group based reports and self-reports of intergroup forgiveness. The factor structure of the measure was supported, and the measure had strong internal consistency, as well as convergent and discriminant validity. The group administration process revealed important group dynamics and was not statistically different than a standard self-report administration; this finding has important implications for research and practice.

AbstractSustainable human resource management is gaining importance in organizations due to its role in developing a sustainable work environment and well‐being. This paper discusses the relationship between employee perceptions of sustainable human resource management and job satisfaction in 54 countries. We propose that sustainable HRM is positively associated with job satisfaction but that this relationship is moderated by employees' identification with the organization and country‐level individualism–collectivism. Thus, we suggest national culture functions as a second‐level moderator of the relationship of sustainable HRM with organizational identification on job satisfaction. Findings from the multi‐level analyses using data from 14,502 employees nested within 54 countries provided support for our hypotheses, namely that employee perceptions of sustainable HRM were positively associated with job satisfaction and that this relationship was more pronounced for employees with lower levels compared to higher levels of organizational identification in individualistic rather than collectivistic countries. These findings bear important implications for both theory and practice.