Innovation and HRM: Absences and politics

Zanko, Michael; Badham, Richard; Couchman, Paul; Schubert, Maren

doi:10.1080/09585190801953616

Cited by 30 publications

(25 citation statements)

References 32 publications

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“…Rather, a number of factors, including organizational politics and senior management's priorities, may influence innovation. This has been uncovered by several in-depth case studies (e.g., Cooke, 2002;Kim and Bae, 2005;Storey et al, 2002;Zanko et al, 2008).…”

Section: Empirical Evidence On the Links Between Hrm And Innovationmentioning

confidence: 99%

“…This is particularly important because quantitative survey information tends to reveal superficial and, at times, unreliable information. On the other hand, more complicated interplay between innovation and HRM practices is illuminated through qualitatively based studies (e.g., Storey, Quintas, Taylor, & Fowle, 2002;Thompson, 2007;Zanko et al, 2008). This qualitative information enables researchers to identify organizational factors that influence the adoption of HRM practices.…”

Section: Introductionmentioning

confidence: 99%

“…The role of power and politics in organizational life was observed a long time ago (e.g., Buchanan & Badham, 1999). In addition, the lack of HRM's organizational power, as a function and a specialist department, has often been considered a stumbling block to enhancing HRM's strategic role and effectively implementing new HR initiatives to support organizational goals (e.g., Legge, 1978;Ulrich, 1997;Zanko et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

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(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms

Cooke

Saini

2010

Human Resource Management

130

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This paper investigates how human resources are managed in fi rms of different ownership forms in India and the extent to which strategic human resource management (hereafter strategic HRM) techniques have been adopted to support an innovation-oriented business strategy. Based on a qualitative study of 54 Indian managers from different fi rms, this study highlights the Indian institutional context for strategic HRM. It reveals the extent to which the Western approach to and confi guration of high-commitment/performance models of HR practices may differ from those found in Indian fi rms. This study also has a number of practical implications for HR professionals, HR practices, and organizations in the global context.A general consensus pervades the strategic management literature that the ability for an Human Resource Management

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Section: Empirical Evidence On the Links Between Hrm And Innovationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms

Cooke

Saini

2010

Human Resource Management

130

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“…Jiménez-Jiménez and Sanz-Valle Wei et al (2011) found that strategic HRM has a positive impact on firms' product innovation and this relationship is stronger for firms with a developmental culture. Besides these quantitative studies, Zanko et al (2008) conducted an in-depth case study on the failure of implementing new product development (concurrent engineering) by a Eurotech company. They reasoned that this was due to the absence of HRM practices which resulted from the organizational power struggles within the firm.…”

Section: Hpws and The Firm Innovation Linkmentioning

confidence: 99%

How do high performance work systems influence organizational innovation in professional service firms?

et al. 2015

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Purpose – The purpose of this paper is to examine how a system of human resource management (HRM) practices, labelled high-performance work systems (HPWS), influences organizational innovation in professional service firms (PSFs). In this study, innovation in PSFs is seen as an indicator of firm performance and is calculated as the revenue per person generated from new clients and new services, respectively. Design/methodology/approach – Quantitative data were collected from 195 managing partners, HR managers or experienced Partners in 120 Irish accounting firms. Hierarchical regression analysis was used to test the hypotheses. Findings – The analysis results indicate strong support for the mediating role of employees’ innovative work behaviours in the relationship between HPWS and two types of PSFs’ innovation performance. Practical implications – Managers need to effectively adopt and implement innovation-based HRM practices to encourage and support employees’ creative thinking and innovation. Through the adoption and utilization of these practices managers can enhance the firm’s innovation and its performance. Originality/value – This study contributes to our understanding of the link between HRM and firm innovation by explicating a pathway between these variables. This study also generalizes consistent findings on the HRM-firm innovation relationship to a different context, i.e. PSFs.

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“…Despite a growing popularity in practice, research related to process innovation, in particular those which put human resourcing (HR) in a central position, is extremely limited (Zanko, Badham, Couchman and Schubert 2008). Contributing to the overriding debates and limited conceptualisation of HR innovation, the focus of this study is on an evolving HR practice called talent management.…”

Section: Introductionmentioning

confidence: 99%

Sneaking through the minefield of talent management: the notion of rhetorical obfuscation

Huang

Tansley

2012

The International Journal of Human Resource Management

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In spite of the growing popularity of talent management in practice there has been a distinct lack of theoretical attention paid by scholars to such a strategically important innovation.To address this shortfall, we conducted an in-depth case study of a multinational enterprise (MNE) to examine and conceptualise the rhetorical underpinnings of its efforts in implementing a talent management programme. Based on our findings, we propose the notion of rhetorical obfuscation to conceptualise the intentional use of persuasive language to selectively project and communicate organisational agenda as a means of directing and reinforcing relevant stakeholders' commitments and conforming behaviours. In particular, we found that rhetorical obfuscation was used extensively in the case organisation to cover up inconsistency in practices and lack of legitimacy during the institutionalisation of talent management. Our contributions are threefold. Firstly, this study has provided a necessary theoretical grounding to conceptualise talent management. Secondly, by introducing the theory of rhetorical practice to HR innovation research, our account has demonstrated the usefulness of rhetorical practice and created a launch pad for other HR researchers to build upon. Thirdly, by exploring the rhetorical underpinnings related to the adoption of talent management, we have added to the rich intellectual tradition of rhetorical practice by presenting the notion of rhetorical obfuscation.

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Innovation and HRM: Absences and politics

Cited by 30 publications

References 32 publications

(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms

(How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms

How do high performance work systems influence organizational innovation in professional service firms?

Sneaking through the minefield of talent management: the notion of rhetorical obfuscation

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