The Effect of Human Capital Renewal on Organizational Innovation Over Time

Routes for employee-driven innovation: how HRM supports the emergence of innovation in a formalized context

“…Furthermore, we contribute to multilevel theory building (Kozlowski & Klein, 2000) by presenting new insights into the inner workings of the emergence processes and enabling mechanisms of innovation (Ployhart & Moliterno, 2011). Our study supports previous claims that emergence-enabling mechanisms have a positive role in innovation (Li et al, 2018;Wang & Zatzick, 2015), being one of the first papers to report an in-depth empirical study that uncovers this largely unknown territory. The findings imply that HRM practices that stimulate the content of emergence, and those the process of emergence, should be distinguished when studying emergent phenomena.…”

“…First, it is important to contribute to enabling cognitive emergence -to the ability to acquire, and transfer knowledge (Cohen & Levinthal, 1990;Zahra & George, 2002). Second, to facilitate the emergence of innovation, it is important to focus on how knowledge and skills can be replicated through practices such as knowledge-sharing systems (Wang & Zatzick, 2015).…”

Innovating HRM for employee-driven innovation : a multilevel perspective

“…This is remarkable given that HRM practices can represent the structural dimension of emergence in that they are contextual factors that regulate how individuals interact and, thus, facilitate the process of emergence. A rare example of a study that examined emergence processes is the paper by Wang and Zatzick (2015) who examined how emergence-enabling strategies -such as participation in decision-making -support emergence processes. They found support for their hypothesis that these strategies enhance the relationship between the knowledge, skills, and abilities of new employees at the individual level and innovation at the organization level.…”

“…It is also possible that the time it takes for a given process to manifest itself might vary. For instance, one could expect collective constructs to emerge faster when there are strong emergence-enabling strategies in place (Ployhart & Moliterno, 2011;Wang & Zatzick, 2015). Given the more nuanced approach that the inclusion of time-scale variation across levels allows, we propose the following guideline:…”

“…Second, innovative work behavior has been shown to be positively associated with innovation outcomes (Fu et al, 2015). Finally, innovation can be stimulated by HRM through an emergence-enabling strategy (Li et al, in press;Wang & Zatzick, 2015). Given that EDI refers to innovations that are developed by 'regular' employees who are not overtly expected to be innovative (Montag et al, 2012) and who, because of this, are often constrained by norms, rules, and procedures, we include formalization as a structural factor.…”