The current study explores how employees’ perceptions of high-performance work systems (HPWS) indirectly stimulate innovative behaviour (IB) by examining two mediating pathways, focusing on the combined effect of work engagement and knowledge-sharing at the individual level. Drawing on a sample of professors and researchers from a Spanish state university, the study applies partial least squares structural equation modelling (PLS-SEM) to investigate how engagement and knowledge-sharing jointly mediate the relationship between HPWS perceptions and IB. The analysis demonstrates that work engagement and knowledge-sharing operate in a sequential mediating manner, suggesting that HPWS positively impact IB primarily when engagement is present. The findings emphasize the need for careful planning and implementation of HPWS to ensure employees are motivated and committed, thereby maximizing innovative outcomes. This research sheds light on the mechanisms linking HPWS to IB, highlighting the crucial roles of engagement and knowledge-sharing in translating high-performance work practices into innovative behaviour.
