Abstract
Knowledge intensive organisations survive and sustain through effective knowledge management practices. The present study attempts to understand the interplay of knowledge management, human resource practices and innovation performance in knowledge-intensive organisations. In-depth interviews were carried out with five subject matter experts using semi-structured interview schedule for finalising the conceptual model. The model was empirically tested using a questionnaire on a sample of 152 respondents and the results are discussed. Organisation memory was found to be the most significant predictor of innovation performance followed by knowledge acquisition and knowledge integration. Separate parallel mediation analysis was carried out to see the influence of each KM practice on innovation performance via the four HR practices. Human resource acquisition was found to be the only HR practice that mediates the relationship between each of the KM practices and innovation performance.
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