Abstract:    In the digital intelligent era, science and technology change quickly, industry boundaries are becoming increasingly blurred, and consumer demands are becoming more diverse. Enterprises must constantly innovate to ensure their own survival and development, while organizational innovation depends on the improvement of employees′ individual innovation ability, motivation and opportunity. However, human resource practice is the rule framework for employees′ ability, motivation and opportunity. Enterprises should pay close attention to not only the utilization of internal resources, but also the acquisition of external resources, and then the integration of internal and external resources. However, it depends on individual ability, motivation and opportunity to break the barriers of resource flow, integrate and share the heterogeneous resources. Therefore, integrating and sharing human resource practice (IS-HRP) come into being and become a realistic choice for enterprises. IS-HRP is a series of independent, dependent and complementary human resource management activities taken by the organization to break the restriction of resource flow and give full play to the advantages of internal and external resources in order to improve the ability of employees, stimulate their motivation, and provide them with opportunities in order to integrate and share internal and external heterogeneous resources.As we all know, diverse and heterogeneous knowledge is the source of innovation, and its integration and sharing is the key to individual innovation. However, due to the conflict of collective and individual interests, employees often face the dilemma of knowledge sharing, and there are few existing studies on how to resolve the dilemma of knowledge sharing through knowledge exchange. In addition, goal orientation, as an individual trait, is an important predictor of individual interpersonal behavior. Different goal orientation individuals have different perceptual evaluation of the same practice, which affects their knowledge exchange cognitive evaluation, and then their consequent attitude, behavior and performance. Most of the existing studies take goal orientation as an antecedent variable, while it is rare to explore its impact on the relationship between human resource practice and employee innovation performance.Based on this, this paper proposed integrating and sharing human resource practice (IS-HRP). According to the empirical study of 421 valid samples, the follow conclusions were found. Firstly, IS-HRP has a positive impact on individual innovation performance. Secondly, knowledge sharing, hiding and knowledge manipulation all play a part of intermediary role between IS-HRP and individual innovation performance. Finally, learning goal orientation regulates the direct influence of IS-HRP on knowledge sharing and the indirect impact of it on individual innovation performance through knowledge sharing, while avoiding goal orientation moderates the direct impact of IS-HRP on knowledge hiding and the indirect effect of it on individual innovation performance through knowledge hiding, and proving goal orientation adjusts the direct effect of IS-HRP on knowledge manipulation and the indirect influence of IS-HRP on individual innovation performance through knowledge manipulation. Therefore, the research can provide a theoretical base and decision-making reference for the enterprise management practice of resource sharing integration and innovation performance improvement.The contributions of this study are as follows. Firstly, the proposal of IS-HRP will complement the existing HRP configuration research and lay the research foundation of internal and external resource integration and sharing management. Secondly, it will enrich the research on the black box mechanism of HRP affecting individual innovation, expand the research perspective of the mechanism of HRP and innovation performance, and provide a theoretical reference for resolving the dilemma of knowledge sharing. Finally, it will expand the research on the situational conditions of the role mechanism of HRP, and enrich the research on the goal-oriented boundary conditions of organizational HRP, knowledge exchange and individual innovation.The implications of this study are as follows. Firstly, organizations should build and implement IS-HRP, for example bringing diverse and heterogeneous knowledge through cross-border multiple selection, increasing employees′ psychological security through flexible and diverse employment, developing effectively internal knowledge through flexible work configuration, acquiring external knowledge through internal and external integration, and realizing internal sharing within the organization through win-win cooperation and performance contribution compensation. Secondly, the organization should create an atmosphere of knowledge sharing, promote employee knowledge sharing, reduce employee knowledge hiding, avoid employee knowledge manipulation, and then improve individual innovation performance. Finally, in terms of human resource management, managers should identify and cultivate the goal orientation of employees, so as to strengthen the role of management practice on individual knowledge sharing, innovation ability and performance.

Key words: integrating and sharing human resource practice (IS-HRP), knowledge exchange, goal orientation, innovation performance