Enhancing employee innovation capabilities through high-involvement HRM: mediating role of knowledge sharing and transformational leadership

Abstract This paper examines the impact of high-involvement human resource management (HIHRM) on improving employee innovation capabilities (INV) under the mediating effect of knowledge sharing (KS) and transformational leadership (TL). A structural equation model was employed to assess the hypotheses involving the survey data retrieved from 230 participants engaged in the telecommunication industry of Bangladesh. This paper unfolds the essential HRM practices that drive innovation capacities in the workplace by assessing the mediating role of knowledge sharing and transformational leadership, revealing stringent managerial implications. The findings of this study confirm that high-involvement human resource management is positively related to employee innovation capabilities. Furthermore, knowledge sharing and transformational leadership mediated this connection, illuminating strategies for surviving the prevailing competition in this industry. Consequently, high-involvement human resource management practices are required to hone relevant skills, knowledge, and motivation to acclimate rapidly to the evolving technological dynamics along with the existence of knowledge sharing mechanisms and leaders with transformational leadership traits to amplify innovation capacities.