Purpose This study aims to investigate the relationship between knowledge-based human resource management (KHRM) practices and project performance (PP) in information technology (IT) project-based organizations. Specifically, it examines how exploitative and exploratory innovations mediate this relationship and the role of knowledge-oriented leadership (KOL) as a moderator. Design/methodology/approach A cross-sectional design was adopted, with data collected from 300 IT project employees in major cities in Pakistan. The sample was surveyed using structured questionnaires, and the data were analyzed using confirmatory factor analysis to validate the measures, followed by regression analysis to test the hypotheses. Findings The results indicate that KHRM practices significantly enhance project performance, with exploitative and exploratory innovation serving as mediators. Furthermore, KOL moderates the relationship between KHRM practices and innovation, thereby further enhancing project outcomes. Originality/value This research contributes to the literature by providing empirical evidence on the impact of KHRM practices on project performance, focusing on the role of innovation and leadership. The findings offer practical insights and recommendations for human resource (HR) managers in IT organizations, emphasizing the importance of fostering a culture of innovation to improve project results.
Mustafa et al. (Thu,) studied this question.