The high performance workplace: HR-based management innovations in Canada

Newton, Keith

doi:10.1504/ijtm.1998.002656

Cited by 9 publications

(7 citation statements)

References 8 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Other studies (Terpstra and Rozell, 1993;Godard, 1991) reveal that the larger organizations make significantly greater use of HIW practices: smaller firms face many pressures, so they have fewer resources to invest in HIW practices, so the notion that systems of HRM which involve employee participation are more likely to be found in larger organizations is supported (McNabb and Whitfield, 1999). In the same vein, we can cite Newton (1998Newton ( , 2001 and Youndt et al (1996) who stated that large companies are more likely to implement HIW practices effectively. Thus, Newton (1998Newton ( , 2001 observed that smaller companies were less likely to use rewards based on teams, arguing that the benefits associated with their adoption did not compensate the cost involved.…”

Section: Influence Of Sizementioning

confidence: 97%

“…In the same vein, we can cite Newton (1998Newton ( , 2001 and Youndt et al (1996) who stated that large companies are more likely to implement HIW practices effectively. Thus, Newton (1998Newton ( , 2001 observed that smaller companies were less likely to use rewards based on teams, arguing that the benefits associated with their adoption did not compensate the cost involved.…”

Section: Influence Of Sizementioning

confidence: 97%

See 1 more Smart Citation

High-involvement practices in human resource management: concept and factors that motivate their adoption

Ordiz-Fuertes

Fernández

2003

The International Journal of Human Resource Management

View full text Add to dashboard Cite

Using data on 250 Spanish firms, we examine the incidence of high-involvement practices and investigate what variables are associated with the adoption of these practices. Particularly, we analyse the influence of size, age, competitive advantage, activity sector, the existence of a recent crisis, culture, leadership style and the competitiveness of the environment on the adoption of high-involvement work practices. With all this, we try to offer an exploratory view of nature of the contexts that condition the adoption of such practices, with the aim of motivating future research more thoroughly.

show abstract

Section: Influence Of Sizementioning

confidence: 97%

Section: Influence Of Sizementioning

confidence: 97%

High-involvement practices in human resource management: concept and factors that motivate their adoption

Ordiz-Fuertes

Fernández

2003

The International Journal of Human Resource Management

View full text Add to dashboard Cite

show abstract

“…motivation coming from doing work because it provides value to others). Practical ways of getting buy-in-to engage and commit employees into innovation, and thereby put free time into work activities-include embracing the uncertainty embedded in innovation work (Kathleen, 2012;Newton, 1998), providing a long-term compensation plan, job security and timely feedback on performance (Manso, 2011), and educating employees with skills they can utilize from in their free time (Evans and Waite, 2010;Newton, 1998). Empowerment.…”

Section: Team Perspectivementioning

confidence: 99%

Innovation Enablers for Innovation Teams - A Review

Johnsson

2017

jim

View full text Add to dashboard Cite

This review consolidates research on innovation enablers for innovation teams, defined within this research as factors that enable a cross-functional team within an organization to conduct innovation work, to provide a deeper understanding of what factors enable innovation teams to conduct innovation work, which means that this research involves three areas to provide a holistic picture: the organizational context, the team itself, and the individuals within the innovation team. A systematic database search was conducted in which 208 relevant articles were identified and analyzed thematically way. Twenty innovation enablers related to innovation teams were identified: awareness, capabilities, climate, collaboration, culture, dedication, economy, education, empowerment, entre- / intrapreneurship, human resources, incentives, knowledge, knowledge management, management, mind-set, need, processes, strategy, and time. This review contributes to prior research a deeper understanding of what key factors enable innovative work for innovation teams. Suggestions of both academic and practical use for the identified innovation enablers are included in this review, and direction for future research is suggested.

show abstract

“…However, the association between workplace flexibility and innovation performance is still not very clearly understood. For example, while some scholars emphasize the need to build and sustain committed human resources, others argue that looser employment relationships could be beneficial for innovation because they would exert a discipline upon labour which counteracts complacency, and would also enable firms to gain access to external knowledge (Barney, 1995;Matusik and Hill, 1998;Newton, 1998;Storey et al, 2002). Therefore, there is an opportunity here to research the impact of workplace flexibility on innovation performance.…”

Section: Introductionmentioning

confidence: 99%

Workplace flexibility and innovation

Sánchez¹,

Vela‐Jiménez

Pérez‐Pérez³

et al. 2008

Personnel Review

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to analyse the moderator effect of inter-organizational cooperation in the relationship between workplace flexibility and innovation performance. Design/methodology/approach -Postal survey to a sample of manufacturing and service firms. Hierarchical regression. Findings -It was found that innovation performance is positively associated to internal functional flexibility, and negatively to external numerical flexibility and outsourcing. Inter-organizational cooperation moderates the relationships between functional flexibility, external numerical flexibility and outsourcing with innovation performance. Research limitations/implications -The study's single country setting could limit the generalizability of the findings. Longitudinal as opposed to cross-sectional data are needed for studying the causal assumptions reported here. Practical implications -The results of this study suggest that high-cooperation firms may compensate the negative impact of external flexibility and perform better than low-cooperation firms. External knowledge and cooperation can be complementary. Managers should take into account that the benefits from external workplace (e.g. access to new knowledge) may be enhanced in the context of inter-organizational cooperation. Originality/value -To the best of our knowledge, this is the first study that tests whether inter-organizational cooperation moderates the relationship between external numerical flexibility and innovation performance. The paper also investigates and applies internal and external flexibility in a single study which allows to compare how each of them impacts innovation performance.

show abstract

The high performance workplace: HR-based management innovations in Canada

Cited by 9 publications

References 8 publications

High-involvement practices in human resource management: concept and factors that motivate their adoption

High-involvement practices in human resource management: concept and factors that motivate their adoption

Innovation Enablers for Innovation Teams - A Review

Workplace flexibility and innovation

Contact Info

Product

Resources

About