Dynamic Human Resource Architecture and Knowledge Integration in Innovation Projects

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.