Stimulating HRM practices through innovative culture: an empirical study on the UAE’s government agencies

Abstract

Purpose There is an assumption that innovative culture is considered to contribute to improving human resource management (HRM) practices. However, very little is known about this topic as well as innovations within the context of the government sector. Based on that, this study aims to investigate, theoretically and empirically, the impact of innovative culture on HRM practices with the moderating role of knowledge sharing in this association. Design/methodology/approach The data was obtained from government agencies in the United Arab Emirates (UAE). This study used structural equation modelling to test the proposed hypotheses and SPSS to perform a preliminary analysis. Findings The findings show that innovative culture significantly and positively affects HRM practices. Moreover, knowledge sharing plays an important moderating role between innovative culture and HRM. Research limitations/implications The findings have several theoretical and practical implications. The study provides useful insights into the significance of innovative culture and knowledge sharing in stimulating HRM. The findings will help government agencies improve their employees’ capabilities by customising knowledge sharing and creating a culture that supports innovative activities within their agencies. Originality/value Private-sector organisations are concerned about factors that enhance innovative activities as one of the factors of development, improvement and enhancement of competitive advantage. However, in government, especially in the UAE, research into the part played by innovation remains uncommon, particularly into the role of knowledge sharing and innovative culture in enhancing HRM practices. To the best of the researchers’ knowledge, this is one of the pioneer studies to examine the impact of both innovative culture and knowledge sharing on HRM in a government environment context.