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

TitlePersistent innovation and the role of human resource management practices, work organization, and strategy
Year of Publication2017
AuthorsChowhan, J., Pries F., and Mann S.
JournalJournal of Management and Organization
Volume23
Pages456 - 471
Date PublishedMarch
Keywordsinnovation, motivation, opportunity, skill, technology
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.

URLhttps://www.cambridge.org/core/journals/journal-of-management-and-organization/article/persistent-innovation-and-the-role-of-human-resource-management-practices-work-organization-and-strategy/91041BC5D101333C13EBF187EF15529D
DOI10.1017/jmo.2016.8
Document URLhttps://goo.gl/xQxF38