Dynamic Human Resource Architecture and Knowledge Integration in Innovation Projects

Miroslav Mitrović; Dejan Igov

doi:10.53615/2232-5697.15.431-449

Authors

Dr Miroslav Mitrovic Faculty for Project and Innovation Management https://orcid.org/0000-0001-7541-8565
Dr Dejan Igov Faculty for Project and Innovation Management https://orcid.org/0009-0000-7921-4527

DOI:

https://doi.org/10.53615/2232-5697.15.431-449

Keywords:

Dynamic human resource architecture, Knowledge integration, Innovation projects, Strategic human resource management, Project-based organizations, Paradox management, Human resource analytics

Abstract

This article develops a dynamic human resource architecture for innovation projects and explains how organisations mobilise, integrate, protect, and reconfigure knowledge as project requirements evolve. It addresses fragmentation across human resource architecture, project-based organising, knowledge integration, employee well-being, governance, and analytics.

A retrospective-comparative conceptual design is supported by a two-stage integrative review. An evidence map of 1,528 records, deduplicated to 1,030, establishes the breadth of the field. A focused corpus of 28 central sources supports theoretical coding and proposition development. A documented 2005 study is used only as a bounded historical taxonomy.

The synthesis identifies five shifts in human resource provision. The model positions knowledge integration as the mechanism converting configured expertise into project knowledge capability and innovation project performance. Adaptive reconfiguration closes the feedback loop, while individual contribution, governance, well-being safeguards, meaningful human oversight, analytics, and retention mechanisms are proposed to condition effectiveness and sustainability. Eight testable propositions and an operationalisation roadmap are presented.

The article reconceptualises HR architecture as a recursive project-level configuration, identifies knowledge integration effectiveness as the central mechanism, and makes adaptive reconfiguration endogenous through feedback from integration and performance to subsequent architecture decisions.

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Author Biographies

Dr Miroslav Mitrovic, Faculty for Project and Innovation Management

Miroslav Mitrović is an Associate Professor at the Faculty of Project and Innovation Management, Belgrade, Serbia. His academic and research interests include project and innovation management, strategic management, knowledge management, security studies, artificial intelligence in management, and decision-making in complex organizational environments.
Dr Dejan Igov, Faculty for Project and Innovation Management

Dejan Igov is an Assistant Professor at the Faculty of Project and Innovation Management, Belgrade, Serbia. His academic and research interests include human resource management, project management, organizational development, innovation management, and the role of human resources in complex and project-based organizational settings.