Abstract
This research discusses a new concept of “cognitive collective engagement” which integrates engagement theory with knowledge-based view. We propose that cognitive collective engagement can be considered as an organization-level construct influenced by knowledge-based resources which come from individual cognitive side. Specifically, we evaluate three distinct organizational practices as resources which are knowledge-oriented leadership, knowledge management practices, and talent-based human resources management that can facilitate innovation performance. We empirically test this concept in a sample of 202 firms and provide evidence that cognitive collective engagement mediates the relationship between the three organizational resources and innovation performance.
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