From Employee-experienced High-involvement Work System to Innovation: An Emergence-based Human Resource Management Framework

Li, Yixuan; Wang, Mo; Jaarsveld, Danielle D. van; Lee, Gwendolyn K.; Dennis, Gary

doi:10.5465/amj.2015.1101

Cited by 79 publications

(97 citation statements)

References 59 publications

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“…Although a growing body of studies investigates the association between HPWS and innovation, the contingent factors for their association have gained insufficient attention (Seeck & Diehl, 2017). It is asserted that adopting a contingency approach to understand when HR systems function more or less effectively is a fruitful direction (Li et al, 2017). HPWS do not exist alone; they coexist with other employee-related management practices within an organization.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

“…Furthermore, in China, more than 90% of companies implement specific types of employee participation (Office of the National Coordination Group on Factory Affairs Disclosure, ). The widely adopted high‐performance work systems (HPWS), also referred to as high‐involvement work systems, provide job decision latitude and group problem‐solving opportunities (Li, Wang, van Jaarsveld, Lee, & Ma, ) that unleash employees' potential to contribute to superior organizational performance (Jiang, Lepak, Hu, & Baer, ). In addition to HPWS, most organizations also have diverse employee participation channels, ranging from collective representation through trade unions to individual voice via intranet (Mowbray, Wilkinson, & Tse, ; Wilkinson, Townsend, & Burgess, ).…”

Section: Introductionmentioning

confidence: 99%

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How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

Zhou

Fan

Son

2019

Human Resource Management

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Existing research on the relationship between high‐performance work systems (HPWS) and organizational innovation has paid insufficient attention to the boundary effects of employee participation and human capital. Bridging the human resource management (HRM) and employment relations literature, this study contributes to the contingency view of HRM and China‐specific research by investigating how human capital and employee participation, direct voice mechanism, and corporate governance participation jointly moderate the relationship between HPWS and organizational innovation. We test our three‐way interaction model using a sample of 108 firms and 1,250 employees in China. The results suggest that HPWS are positively associated with organizational innovation when employees with relatively less human capital are coupled with more direct voice mechanism or less corporate governance participation. In contrast, HPWS are negatively related to organizational innovation when employees possessing greater human capital are coupled with more direct voice mechanism. The theoretical and managerial implications and future research directions are discussed.

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Section: Theoretical Implicationsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

Zhou

Fan

Son

2019

Human Resource Management

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“…This study also has important implications for managers. To promote innovation, managers use multiple means such as improvement of knowledge management, the use of creativity‐based rewards, and recruiting of creative employees (Alfes, Truss, Soane, Rees, & Gatenby, ; Cooke & Saini, ; Li et al., ; Ng et al., ; Sanders & Yang, ). However, this study suggests that this can backfire.…”

Section: Discussionmentioning

confidence: 99%

“…Innovation is an important means by which contemporary organizations strive for excellence and competitiveness (Greve & Taylor, ; Han, Kim, & Srivastava, ; Li, Wang, van Jaarsveld, Lee, & Ma, ). Thus, workers are strongly encouraged to engage in innovative behavior .…”

Section: Introductionmentioning

confidence: 99%

An actor–partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions

Wang

2019

Personnel Psychology

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In an extension of the existing paradigm on the benefits of innovative behavior for organizations, this study addresses the negative effects of innovative behavior. Guided by psychological detachment theory, we propose that both displaying innovative behavior and witnessing others' innovative behavior make it difficult for workers to psychologically distance themselves from innovation matters, engendering strain reactions (e.g., sleep problems, hostility). Those with more proactive personalities may be more likely to experience these detachment difficulty problems after displaying or witnessing innovative behavior. To test these premises, we conducted two studies. In the pilot study (N = 104 employee-coworker dyads), we gathered both quantitative and qualitative data to show that innovative behavior predicts detachment difficulty above and beyond other job behaviors. In the main study, we collected data from 257 employee-coworker dyads over 5 weeks and analyzed them with an actor-partner interdependence model. The results are generally supportive, suggesting that further investigation of the unintended consequences of innovative behavior is warranted.

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“…All of these factors can be effectively managed using a high-involvement HRM system, which includes management practices that focus on involving employees in knowledge sharing, management participation and decision making (Boxall and Macky 2009). We focus on high-involvement HRM systems because they develop innovative human capital; motivate employees to absorb, transfer, share and create knowledge; and provide opportunities for employees to invent and commercialize innovation (Beugelsdijk 2008;Li et al 2018b;Shipton et al 2006). With high-involvement HRM systems, organizational innovation is promoted from the bottom-up by unleashing the innovative capabilities of its employees.…”

Section: Introductionmentioning

confidence: 99%

Top-down, bottom-up or outside-in? An examination of triadic mechanisms on firm innovation in Chinese firms

et al. 2019

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This paper examines the influence of the interaction of three sources of innovation, namely, top-down (bureaucratic structure), bottom-up (high-involvement HRM) and outside-in (outreaching network), on two stages of firm innovation, i.e. invention and commercialization. Using data from 620 large Chinese companies, we found that there was a synergy between the bureaucratic structure and a high-involvement HRM system in influencing firm innovation. Social networks were most effective in promoting firm innovation in the presence of a high-involvement HRM system. The bureaucratic structure inhibited social networks in contributing to firm innovation. Ideas for future research and practical implications are discussed.

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From Employee-experienced High-involvement Work System to Innovation: An Emergence-based Human Resource Management Framework

Cited by 79 publications

References 59 publications

How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

An actor–partner interdependence model of employees’ and coworkers’ innovative behavior, psychological detachment, and strain reactions

Top-down, bottom-up or outside-in? An examination of triadic mechanisms on firm innovation in Chinese firms

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