Persistent innovation and the role of human resource management practices, work organization, and strategy

Abstract

This study makes a theoretical contribution by taking a persistent characteristics approach to explore the relationship between human resource management practices and innovation outcomes at the workplace-level. Innovators are categorized by the degree to which they are successful at achieving new product/processes and/or improved product/processes outcomes year over year. The human resource management practices explored include the use of highly qualified personnel, and skill-enhancing, motivation-enhancing, and opportunity-enhancing sub-bundles of practices. Further, work organization practices are also explored including integration and collaboration, introduction of organizational changes, and the use of technology. The findings indicate workplaces that set strategic goals related to innovation, that motivate their employees, that create opportunity for their employees to act, and that make greater use of technology tend to be more persistent innovators. These findings can contribute to the development of government policy, which seeks to improve innovation performance outcomes.

MNEs’ Subsidiary HRM Practices and Firm Innovative Performance: A Tacit Knowledge Approach

“…Generally speaking, HRM practices are firm-specific assets and the proper implementation of such strategically valuable assets in an organization can enhance employees' knowledge, skills, abilities, and commitment, leading to a competitive advantage that is hard for competitors to replicate [32,[34][35][36][37][38][39][40]. We argue that HRM practices play a significant role in aiding employees to develop unique knowledge, skills, abilities, and other characteristics to think outside the box and develop creative ideas, which, in turn lead to sustainable competitive advantage [8,16,17,41].…”

“…Firms aiming to record successful organizational outcomes can set HRM practices to work in tandem with all resources, especially human capital, to update employees' skills, knowledge, ability, motivation, and opportunity, leading to competitive advantage [6,61]. Various studies conducted on HRM practices and organizational performance have established a positive link [36,[62][63][64]. On the innovation front, scholars [65][66][67][68] have found a strong interplay between HRM practices and innovation.…”

Influence of Transformational Leadership on Employees’ Innovative Work Behavior in Sustainable Organizations: Test of Mediation and Moderation Processes

“…Innovative work behavior (IWB) is an important factor that management scholars need to consider, significantly, in order to gain a competitive advantage [4] and establish organizational sustainability. Apart from research and development, the organizations operating in the highly competitive business environment also need innovative work behavior in other domains of businesses [5][6][7], in order to discover new ways of satisfying customer demands [8][9][10], and retain their competitive position in the business world [11]. Since the organizations rely on different actors to stimulate innovative work behavior [4], the organizational leaders are the most prominent actors who can foster innovative work behavior at the workplace, and thus bring new changes to an elusive situation [12][13][14][15].…”

Lean Tools, Knowledge Management, and Lean Sustainability: The Moderating Effects of Study Conventions

“…Many scholars are actively studying the effect of various improvements and management level improvements on knowledge management in the process of lean implementation [38]. Frank established the basic element framework of a complex quality management project against the background of six sigma and examined the role of these elements in promoting organizational learning and knowledge creation [39]. Tyagi, who took a comprehensive dynamic knowledge creation model (the SECI model), explored how lean tools promoted and improved the efficiency of the process of knowledge creation in new product development projects through a deductive approach [40].…”