Human Resource Management Practices and Innovation

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

    Abstract

    This article surveys, organizes, and critically discusses the literature on the role of human resource practices for explaining innovation outcomes. We specifically put an emphasis on what is often called ‘new’ or ‘modern’ HRM practices—practices that imply high levels of delegation of decisions, extensive lateral and vertical communication channels, and the use of reward systems. We discuss how individual practices influence innovation, and how the clustering of specific practices matters for innovation, while drawing attention to the notion of complementarities between practices. Moreover, we discuss various possible moderators and mediators of the HRM/innovation link, such as the type of knowledge involved (tacit/codified), knowledge sharing, social capital, and network effects. We argue—despite substantial progress made in the pertinent literature—that the precise causal mechanisms underlying the HRM/innovation links remain poorly understood. Against this backdrop we suggest avenues for future research.
    This article surveys, organizes, and critically discusses the literature on the role of human resource practices for explaining innovation outcomes. We specifically put an emphasis on what is often called ‘new’ or ‘modern’ HRM practices—practices that imply high levels of delegation of decisions, extensive lateral and vertical communication channels, and the use of reward systems. We discuss how individual practices influence innovation, and how the clustering of specific practices matters for innovation, while drawing attention to the notion of complementarities between practices. Moreover, we discuss various possible moderators and mediators of the HRM/innovation link, such as the type of knowledge involved (tacit/codified), knowledge sharing, social capital, and network effects. We argue—despite substantial progress made in the pertinent literature—that the precise causal mechanisms underlying the HRM/innovation links remain poorly understood. Against this backdrop we suggest avenues for future research.
    LanguageEnglish
    Title of host publicationThe Oxford Handbook of Innovation Management
    EditorsMark Dodgson, David M. Gann, Nelson Phillips
    Place of PublicationOxford
    PublisherOxford University Press
    Date2014
    Pages506-529
    Chapter25
    ISBN (Print)9780199694945
    DOIs
    StatePublished - 2014
    SeriesOxford Handbooks in Business and Management

    Keywords

      Cite this

      Laursen, K., & Foss, N. J. (2014). Human Resource Management Practices and Innovation. In M. Dodgson, D. M. Gann, & N. Phillips (Eds.), The Oxford Handbook of Innovation Management (pp. 506-529). Oxford: Oxford University Press. Oxford Handbooks in Business and Management, DOI: 10.1093/oxfordhb/9780199694945.013.009
      Laursen, Keld ; Foss, Nicolai Juul. / Human Resource Management Practices and Innovation. The Oxford Handbook of Innovation Management. editor / Mark Dodgson ; David M. Gann ; Nelson Phillips. Oxford : Oxford University Press, 2014. pp. 506-529 (Oxford Handbooks in Business and Management).
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      abstract = "This article surveys, organizes, and critically discusses the literature on the role of human resource practices for explaining innovation outcomes. We specifically put an emphasis on what is often called ‘new’ or ‘modern’ HRM practices—practices that imply high levels of delegation of decisions, extensive lateral and vertical communication channels, and the use of reward systems. We discuss how individual practices influence innovation, and how the clustering of specific practices matters for innovation, while drawing attention to the notion of complementarities between practices. Moreover, we discuss various possible moderators and mediators of the HRM/innovation link, such as the type of knowledge involved (tacit/codified), knowledge sharing, social capital, and network effects. We argue—despite substantial progress made in the pertinent literature—that the precise causal mechanisms underlying the HRM/innovation links remain poorly understood. Against this backdrop we suggest avenues for future research.",
      keywords = "HRM practices, Complementarities, Delegation, Knowledge sharing, Incentitives, Innovation",
      author = "Keld Laursen and Foss, {Nicolai Juul}",
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      Laursen, K & Foss, NJ 2014, Human Resource Management Practices and Innovation. in M Dodgson, DM Gann & N Phillips (eds), The Oxford Handbook of Innovation Management. Oxford University Press, Oxford, Oxford Handbooks in Business and Management, pp. 506-529. DOI: 10.1093/oxfordhb/9780199694945.013.009

      Human Resource Management Practices and Innovation. / Laursen, Keld; Foss, Nicolai Juul.

      The Oxford Handbook of Innovation Management. ed. / Mark Dodgson; David M. Gann; Nelson Phillips. Oxford : Oxford University Press, 2014. p. 506-529.

      Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

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      AB - This article surveys, organizes, and critically discusses the literature on the role of human resource practices for explaining innovation outcomes. We specifically put an emphasis on what is often called ‘new’ or ‘modern’ HRM practices—practices that imply high levels of delegation of decisions, extensive lateral and vertical communication channels, and the use of reward systems. We discuss how individual practices influence innovation, and how the clustering of specific practices matters for innovation, while drawing attention to the notion of complementarities between practices. Moreover, we discuss various possible moderators and mediators of the HRM/innovation link, such as the type of knowledge involved (tacit/codified), knowledge sharing, social capital, and network effects. We argue—despite substantial progress made in the pertinent literature—that the precise causal mechanisms underlying the HRM/innovation links remain poorly understood. Against this backdrop we suggest avenues for future research.

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      KW - Delegation

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      Laursen K, Foss NJ. Human Resource Management Practices and Innovation. In Dodgson M, Gann DM, Phillips N, editors, The Oxford Handbook of Innovation Management. Oxford: Oxford University Press. 2014. p. 506-529. (Oxford Handbooks in Business and Management). Available from, DOI: 10.1093/oxfordhb/9780199694945.013.009