HRM practices and innovation: an empirical systematic review

Abstract

Purpose The relationship between human resource management practices (HRMP) and innovation has been described as a black box, where a lot still needs to be investigated. Thus, the aim of this paper is to investigate the nature of the link that exists between HRMP and innovation in both public and private organizations. To do so, theoretical underpinnings and existence of a mediating or a moderating mechanism is inspected. Design/methodology/approach Based on an empirical systematic review of research conducted between 2010 and 2018, content analysis has been conducted for 31 peer-reviewed articles in the English language. Findings Inspecting the nature of relations existed in the chosen articles, interesting findings are addressed relative to the nature of the human resource management systems (HRMS) used, practices encompassed and their different utility. HRMS has been shown to be associated with product innovation yet more evidence is needed for supporting process innovation. Practical implications The HRMS/HRMP and innovation relationship is inspected, important practices that would guide managers to induce innovation are highlighted. Usage of multiple HRMS and contingency in constructing such systems is indicated. Originality/value Contribution to comprehend the black box and areas for future research has been offered.

The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions

“…The financial results are measured, for example, by means of market share, profits, sales, financial liquidity, share price, firm value and company’s goodwill (Arthur, 1994; Beatty et al, 2003; Becker and Gerhart, 1996; Chadwick et al, 2012; Chaudhry et al, 2019; Combs et al, 2006; Huselid, 1995; Lawal and Ben-Bernard, 2014; Lin, 2012; MacDuffie 1995; Pfeffer and Veiga, 1999; Richey and Wally, 1998: 80; Stor and Haromszeki, 2020a). The organizational results may refer to efficiency, productivity, innovativeness, quality of products/services, and competitive advantage (Acosta-Prado et al, 2020; Arthur, 1994; Becker and Gerhart, 1996; Birdi et al, 2008; Easa and Orra, 2020; Ferguson and Reio, 2010; Huselid, 1995; Huselid et al, 1997; Paawe and Ferndale, 2017; Pfeffer and Veiga 1999; Sparrow et al, 2016; Stor and Haromszeki, 2020b). The research within the managerial results in most cases refers to the interrelations and levels of coherence between business strategies and particular subfunctions of HRM with company’s performance results (Beer et al, 1984; Bello-Pintado, 2015; Chanda and Shen, 2009; Dastmalchian et al, 2020; Jashari and Kutllovci, 2020; Guest, 1997; Guest et al, 2011; Schuler and Jackson, 1987; Stor and Suchodolski, 2016; Wright and Snell, 1991, 1995).…”

Exploring Critical Factors for Innovative Capacities: A Life-History Research

“…Consistent with this argument, an increased number of disciplines have perceived the understanding of the processes of innovation as a key concern. Human resource management (HRM) research has primarily focused on understanding the factors that can contribute to building innovative organizations [1][2][3]. Here, focus has predominantly been on top-down models, arguing that factors such as organizational climates [8] in which employees feel psychological empowered are key [9].…”

“…The aim of this chapter is to explore how different socio-cultural factors influence innovative capacities of individual inventors. When exploring innovation, the human research management literature have primarily focused on the management of organizations or organizational culture [1][2][3]. Meanwhile, individuals' background and upbringing is a theoretical and empirical blind spot, even though other disciplines, such as sociology and psychology, have shown that family and upbringing are key indicators of human and social capital known to be influential for individuals' general capacities [4][5][6].…”

Pengaruh Human Resource Management Practices and Policies, Transformational Leadership Style Terhadap Job Satisfaction

“…Dengan demikian besaran koefisien regresi masing-masing faktor dapat dipercaya sebagaimana terlihat pada uji kausalitas di bawah ini: (Avianto, et al, 2019). Apabila aktivitas dari organisasi yang sebagian besar difokuskan untuk mengatur karyawan dan meyakinkan organisasi bahwa human resource dikerjakan untuk memenuhi tujuan organisasi dapat berjalan dengan efektif dan efisien hingga tujuan organisasi dapat tercapai, maka hal ini akan memberikan rasa puas tersendiri baik bagi manajerial perusahaan, maupun seluruh elemen karyawan (Easa & Orra, 2020).…”