Entrepreneurship and Human Capital: A Framework for Organisational Creativity and Innovation

The Role of HRD in Stimulating, Supporting, and Sustaining Creativity and Innovation

“…Jorgensen et al (2007) demonstrate that HRM has a significant effect on innovative behavior and company performance, with the strongest relationship between HRM, innovation, and performance occurring when companies align their continuous innovation activities with their strategic objectives and use systems, procedures, and processes to measure the results—indirect but important implications for SHRD. Other sources focus directly on HRD (e.g., Egan, 2005; Gibb & Waight, 2005; McLean, 2005) and more recently on the nexus between human capital, the expertise of knowledge workers, entrepreneurship, learning, creativity, and innovation (Bornay-Barrachina, De la Rosa-Navarro, López-Cabrales, & Valle-Cabrera, 2011; Martins et al, 2010).…”

“…Stimulation and support for creativity and innovation need to be aligned with organizational mission and values through integration of organizational culture and psychological climate (Bornay-Barrachina et al, 2011; Lepak et al, 2006; Martins & Terblanche, 2003), Climate creation and enhancement are central roles of HRD in supporting organizational effectiveness yet currently this appears not to be a primary research interest (Plakhotnik & Rocco, 2011). Organizational climate implies the need for alignment between a specific set of organizational policies, procedures, and practices with a specific type of organizational climate and overlap with organizational learning and knowledge management (e.g., Gibb & Waight, 2005; McLean, 2005; Waight, 2005) highlighting the significance of human capital (Martins et al, 2010; Martins & Terblanche, 2003). Others propose a dual role of human capital in innovation (Bornay-Barrachina et al, 2011) drawing on the resource-based (Barney & Wright, 1998) and knowledge-based views (Lopez-Cabrales, Perez-Luno, & Valle-Cabrera, 2009; Subramaniam & Youndt, 2005).…”

“…For example, some influential contributors refer broadly to managing people (e.g., Mumford, 2000; Shipton, Fay, West, Patterson, & Birdi, 2005). Others (e.g., Jorgensen, Laugen, & Boer, 2007) refer to HRM and continuous improvement or to entrepreneurship and human capital (Martins, Martins, Pereira, & McCabe, 2010). This results in a total data set of 29 sources (appendix A).…”

Human Resource Development, Creativity and Innovation

“…(Crossan and Apaydin, 2010;Martins et al, 2010). In an investigation of the dynamic and open corporate system for continuous innovation in Google (Steiber and Alange, 2013) ranked joint first are an innovation-oriented and change-prone culture and competent and committed individuals with a passion to innovate, with empowering and coaching leaders who remove obstacles to innovation in third place.…”

“…Organisational climate requires alignment between a specific set of organisational policies, procedures and practices within a specific type of organisational climate and overlap with organisational learning and knowledge management (e.g. Gibb and Waight, 2005;McLean, 2005;Waight, 2005) highlighting the significance of human capital (Martins et al, 2010). Climate creation and enhancement are central roles of HRD.…”