BazEkon - Biblioteka Główna Uniwersytetu Ekonomicznego w Krakowie

BazEkon home page

Meny główne

Autor
Lenart-Gansiniec Regina (Jagiellonian University in Kraków), Sypniewska Barbara A. (University of Economics and Human Sciences in Warsaw), Chen Jin (Tsinghua University, China)
Tytuł
Innovation-Driven Human Resource Management Practices: a Systematic Review, Integrative Framework, and Future Research Directions
Źródło
Journal of Entrepreneurship, Management and Innovation (JEMI), 2023, vol. 19, nr 2, s. 7-56, tab., rys., bibliogr. s. 41-56
Tytuł własny numeru
Weathering the Storm: Innovation-Driven Human Resource Management Practices
Słowa kluczowe
Zarządzanie zasobami ludzkimi, Innowacyjność, Innowacje, Systematyczny przegląd literatury
Human Resources Management (HRM), Innovative character, Innovations, Systematic literature review
Uwagi
Klasyfikacja JEL: M12, O15, O31
streszcz., summ.
Abstrakt
CEL: Coraz częściej podkreśla się, że duże znaczenie dla tworzenia innowacji mają praktyki zarządzania zasobami ludzkimi (HRMP), które odnoszą się do rekrutacji i selekcji, szkolenia i podnoszenia kompetencji, wynagrodzenia oraz oceny. Jednak pandemia COVID-19 pokazała, że tradycyjne HRMP już są niewystarczające, co pociąga za sobą potrzebę ich ponownego przemyślenia i przeformułowania w kierunku bardziej skutecznych dla tworzenia innowacji, ale także pozwalającym organizacjom przetrwać kryzysy na skalę COVID-19. Chociaż istnieje obszerna literatura w zakresie zarządzania zasobami ludzkimi i innowacji, nadal nie ma zgody co do praktyk zarządzania zasobami ludzkimi napędzających innowacje. Niniejsze badanie ma na celu identyfikację oraz syntezę najbardziej znaczące i godne zaufania wkłady w badania praktyk zarządzania zasobami ludzkimi napędzających innowacje. Dodatkowo, aby ułatwić budowanie teorii w zakresie HRMP niniejszy artykuł konsoliduje istniejący stan wiedzy w ramy integracyjne. Ramy te mogą być wykorzystywane przez przyszłych badaczy do identyfikacji luk i niejasności w rozumieniu praktyk zarządzania zasobami ludzkimi napędzających innowacje. METODYKA: Artykuł prezentuje wyniki systematycznego przeglądu literatury 71 empirycznych artykułowych. Literatura przedmiotu została wyłoniona w oparciu o przeszukiwania zagranicznych baz danych, takich jak: Scopus i Web of Science. WYNIKI: Przeprowadzony przez nas systematyczny przegląd literatury pozwolił na identyfikację praktyk zarządzania zasobami ludzkimi napędzających innowacje z uwzględnieniem trzech poziomów analizy: indywidualnym, grupowym oraz organizacyjnym, przy czym ten ostatni poziom analizy jest dominujący w dotychczasowych publikacjach. Rozpoznane praktyki zarządzania zasobami ludzkimi napędzające innowacje z uwzględnieniem poziomów ujęliśmy w integracyjne ramy, które stanowią podstawę teoretyczną do kierowania przyszłymi badaniami. Nasze wyniki potwierdziły rosnący trend liczby publikacji w prezentowanej tematyce począwszy od 2010 r. Większość badaczy wykorzystywała podejście ilościowe. Na podstawie afiliacji pierwszego autora, najwięcej publikacji dostarczyli autorzy z Wielkiej Brytanii. Artykuły są publikowane w różnych czasopismach, przeważnie jednak o tematyce zarządzania zasobami ludzkimi. Badania uwzględniały różnorodne konteksty organizacyjne, przeważnie w dynamicznych i złożonych branżach. Nasze ustalenia potwierdzają, że obecny stan badań nad praktykami zarządzania zasobami ludzkimi napędzającymi innowacje wskazują na konieczność prowadzenia dalszych badań w tym zakresie. W oparciu o to dostarczyliśmy luki poznawcze oraz potencjalne przyszłe pytania badacze z podziałem na trzy poziomy praktyk zarządzania zasobami ludzkimi napędzające innowacje. IMPLIKACJE: Przeprowadzony przez nas systematyczny przegląd literatury pozwolił na zaproponowanie implikacji dla przyszłych badaczy planujących prowadzenie badań w zakresie praktyk zarządzania zasobami ludzkimi napędzających innowacje. ORYGINALNOŚĆ I WARTOŚĆ: Nasz systematyczny przegląd literatury koncentruje się na identyfikacji praktyk zarządzania zasobami ludzkimi napędzających innowacje, ustaleniu obecnego stanu wiedzy oraz przyszłych kierunków badań w tym zakresie. Dodatkowo opracowaliśmy ramy integracyjne, których celem jest uporządkowanie istniejącej literatury, ale także zidentyfikowanie obiecujących przyszłych kierunków badań nad praktykami zarządzania zasobami ludzkimi napędzającymi innowacje. (abstrakt oryginalny)

PURPOSE: It is increasingly emphasized that human resource management practices (HRMP), which refer to recruiting and selection, training and development, compensation and performance appraisal, are of great importance for creating innovation. However, the COVID-19 pandemic has shown that traditional HRMPs are already insufficient, which entails the need to rethink and reformulate them in the direction of more effective innovation while also allowing organizations to survive COVID-19-like crises. While there is an extensive literature on human resources management and innovation, there is still no consensus on innovation-driven HRMP. This study aims to identify and synthesize most significant and trustworthy research contributions of innovation-driven HRMP. In addition, to facilitate theory building in the field of HRMP, this article consolidates the existing knowledge into an integrative framework. This framework can be used by future researchers to identify gaps and ambiguities in the meaning of innovation-driven HRMP. METHODOLOGY: The article presents the results of a systematic literature review of 71 empirical research articles referring to innovation-driven HRMP from the Web of Science and Scopus databases. FINDINGS: The systematic literature review allowed us to identify innovation-driven HRMP, taking into account three levels of analysis: individual, group and organizational, with the latter level of analysis being dominant in previous publications. Recognition of innovation-driven HRMP, taking into account the levels in question, is included in an integrative framework, which is the theoretical basis for guiding future research. Our results confirmed the growing trend in the number of publications on the subject since 2010. Most researchers used a quantitative approach. Based on the first author's affiliation, authors from Great Britain contributed the largest number of publications. Articles are published in various journals, but mainly in those on human resources management. The research took into account a variety of organizational contexts, predominantly in dynamic and complex industries. Our findings show that the current state of research on innovation-driven HRMP confirms the need for further research in this area. Based on this, we provided thematic gaps and potential questions for future research divided into three levels of innovation-driven HRMP. IMPLICATIONS: Our systematic literature review allowed us to propose implications for future researchers planning to conduct research in the field of innovation-driven HRMP. ORIGINALITY AND VALUE: Our systematic literature review focuses on identifying innovation-driven HRMP along with determining the current state of knowledge and future research directions in this area. In addition, we developed an integrative framework that aims at organizing existing literature but also at identifying promising future research directions into innovation-driven HRMP. (original abstract)
Pełny tekst
Pokaż
Bibliografia
Pokaż
  1. Abu-Mahfouz, S., Halim, M.S.A., Bahkia, A.S., Alias, N., & Tambi, A.M. (2023). Sustainable human resource management practices in organizational performance: The mediating impacts of knowledge management and work engagement. Journal of Entrepreneurship, Management, and Innovation, 19(2), 57-97. https://doi.org/10.7341/20231922
  2. Andreeva, T., Vanhala, M., Sergeeva, A., Ritala, P., & Kianto, A. (2017). When the fit between HR practices backfires: Exploring the interaction effects between rewards for and appraisal of knowledge behaviours on innovation: When the fit between HR practices backfires. Human Resource Management Journal, 27(2), 209-227. https://doi.org/10.1111/1748-8583.12133
  3. Andrés, M. R., Monsalve, J. N. M., & Broncano, S. G. (2015). Could innovative teams provide the necessary flexibility to compete in the current context? Cuadernos de Gestión, 15, 145-163. https://doi.org/10.5295/cdg.130446mr
  4. Armstrong, M. (2017). Armstrong's handbook of human resource management practice (14th ed.). London, England: Kogan Page.
  5. Aryanto, R., Fontana, A., & Afiff, A. Z. (2015). Strategic human resource management, innovation capability and performance: An empirical study in Indonesia software industry. Procedia, Social and Behavioral Sciences, 211, 874-879. https://doi.org/10.1016/j.sbspro.2015.11.115
  6. Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J., & Naemi, R. (2021). Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon, 7(6), e07233. https://doi.org/10.1016/j.heliyon.2021.e07233
  7. Backes-Gellner, U., Kluike, M., Pull, K., Schneider, M. R., & Teuber, S. (2016). Human resource management and radical innovation: A fuzzy-set QCA of US multinationals in Germany, Switzerland, and the UK. Journal of Business Economics, 86(7), 751-772. https://doi.org/10.1007/s11573-015-0803-3
  8. Balcerak, A., Woźniak, J., & Zbuchea, A. (2023). Predictors of fairness assessment for social media screening in employee selection. Journal of Entrepreneurship, Management, and Innovation, 19(2), 99-126. https://doi. org/10.7341/20231923
  9. Becker, K., & Matthews, J. (2005). Linking HRM and innovation: Formulating the research agenda. Retrieved November 30, 2022, from Anzam.org website: https://www.anzam.org/wp-content/uploads/pdf-manager/1211_BECKER_KAREN-353.PDF
  10. Bednall, T. C., Sanders, K., & Runhaar, P. (2014). Stimulating informal learning activities through perceptions of performance appraisal quality and human resource management system strength: A two-wave study. Academy of Management Learning and Education, 13(1), 45-61. https://doi.org/10.5465/amle.2012.0162
  11. Belitski, M., & Herzig, M. (2018). The jam session model for group creativity and innovative technology. The Journal of Technology Transfer, 43(2), 506-521. https://doi.org/10.1007/s10961-017-9574-z
  12. Belte, A. (2022). New avenues for HRM roles: A systematic literature review on HRM in hybrid organizations. German Journal of Human Resource Management, 36(2), 148-179. https://doi.org/10.1177/23970022211049533
  13. Berton, F., Ricci, A., & Dughera, S. (2021). Are unions detrimental to innovation? Theory and evidence. SSRN Electronic Journal. https://doi.org/10.2139/ssrn.3785066
  14. Bieńkowska, A., Koszela, A., Sałamacha, A., & Tworek, K. (2022). COVID-19 oriented HRM strategies influence on job and organizational performance through job-related attitudes. PloS One, 17(4), e0266364. https://doi.org/10.1371/journal.pone.0266364
  15. Bilevičienė, T., Bilevičiūtė, E., & Paražinskaitė, G. (2015). Innovative trends in human resources management. Economics & Sociology, 8(4), 94-109. https://doi.org/10.14254/2071-789x.2015/8-4/7
  16. Boxall, P., Purcell, J., Wright, P., Boxall, P., Purcell, J., & Wright, P. (2007). Human Resource Management: Scope, Analysis, and Significance. Oxford: Oxford University Press.
  17. Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77-101. https://doi.org/10.1191/1478088706qp063oa
  18. Castellacci, F., & Tveito, V. (2018). Internet use and well-being: A survey and a theoretical framework. Research Policy, 47(1), 308-325. https://doi.org/10.1016/j.respol.2017.11.007
  19. Chang, S., Gong, Y., & Shum, C. (2011). Promoting innovation in hospitality companies through human resource management practices. International Journal of Hospitality Management, 30(4), 812-818. https://doi.org/10.1016/j.ijhm.2011.01.001
  20. Chang, Y.-Y., Gong, Y., & Peng, M. W. (2012). Expatriate knowledge transfer, subsidiary absorptive capacity, and subsidiary performance. Academy of Management Journal, 55(4), 927-948. https://doi.org/10.5465/amj.2010.0985
  21. Chen, C., Shen, H., & Fan, D. X. F. (2015). Hai Di Lao hot pot: From employee stimulation to service innovation. Journal of China Tourism Research, 11(3), 337-348. https://doi.org/10.1080/19388160.2015.1082526
  22. Chen, J., Brem, A., Viardot, E., & Wong, P. K. (Eds.). (2020). The Routledge Companion to Innovation Management (1st ed.). London, England: Routledge.
  23. Chen, Y., Jiang, Y. J., Tang, G., & Cooke, F. L. (2018). High-commitment work systems and middle managers' innovative behavior in the Chinese context: The moderating role of work-life conflicts and work climate. Human Resource Management, 56(3), 384-401. https://doi.org/10.1002/hrm.21922
  24. Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128. https://doi.org/10.2307/2393553
  25. Contreras, F., Espinosal, J., Dornberger, U., & Acosta, Y. A. C. (2017). Leadership and employees' innovative work behavior: Test of a mediation and moderation model. Asian Social Science, 13(9), 9-25. https://doi.org/10.5539/ass.v13n9p9
  26. Contreras, F., Juarez, F., Cuero Acosta, Y. A., Dornberger, U., Soria-Barreto, K., Corrales-Estrada, M., ... Yshikawa Salusse, M. A. (2020). Critical factors for innovative work behaviour in Latin American firms: Test of an exploratory model. Cogent Business & Management, 7(1), 1812926. https://doi.org/10.1080/23311975.2020.1812926
  27. Cooper, R. G. (2021). Accelerating innovation: Some lessons from the pandemic. The Journal of Product Innovation Management, 38(2), 221-232. https://doi.org/10.1111/jpim.12565
  28. Curado, C. (2018). Human resource management contribution to innovation in small and medium-sized enterprises: A mixed methods approach. Creativity and Innovation Management, 27(1), 79-90. https://doi.org/10.1111/caim.12251
  29. Dani, M. V., & Gandhi, A. V. (2022). Understanding the drivers of innovation in an organization: a literature review. International Journal of Innovation Science, 14(3/4), 476-505. https://doi.org/10.1108/ijis-10-2020-0201
  30. Deichmann, D., & Jensen, M. (2018). I can do that alone...or not? H ow idea generators juggle between the pros and cons of teamwork. Strategic Management Journal, 39(2), 458-475. https://doi.org/10.1002/smj.2696
  31. Diaz-Fernandez, M., Bornay-Barrachina, M., & Lopez-Cabrales, A. (2017). HRM practices and innovation performance: A panel-data approach. International Journal of Manpower, 38(3), 354-372. https://doi.org/10.1108/ijm-02-2015-0028
  32. Diaz-Fernandez, M., Bornay-Barrachina, M., & Lopez-Cabrales, A. (2015). Innovation and firm performance: The role of human resource management practices. Evidence-Based HRM, 3(1), 64-80. https://doi.org/10.1108/EBHRM-10-2012-0012
  33. Donate, M. J., Peña, I., & Sánchez de Pablo, J. D. (2016). HRM practices for human and social capital development: Effects on innovation capabilities. The International Journal of Human Resource Management, 27(9), 928-953. https://doi.org/10.1080/09585192.2015.1047393
  34. Easa, N. F., & Orra, H. E. (2021). HRM practices and innovation: An empirical systematic review. International Journal of Disruptive Innovation in Government, 1(1), 15-35. https://doi.org/10.1108/ijdig-11-2019-0005
  35. Engelsberger, A., Halvorsen, B., Cavanagh, J., & Bartram, T. (2022). Human resources management and open innovation: The role of open innovation mindset. Asia Pacific Journal of Human Resources, 60(1), 194-215. https://doi.org/10.1111/1744-7941.12281
  36. Falahat, M., Ramayah, T., Soto-Acosta, P., & Lee, Y.-Y. (2020). SMEs internationalization: The role of product innovation, market intelligence, pricing and marketing communication capabilities as drivers of SMEs' international performance. Technological Forecasting and Social Change, 152(119908), 119908. https://doi.org/10.1016/j.techfore.2020.119908
  37. Farooq, O., Rupp, D. E., & Farooq, M. (2017). The multiple pathways through which internal and external corporate social responsibility influence organizational identification and multifoci outcomes: The moderating role of cultural and social orientations. Academy of Management Journal, 60(3), 954-985. https://doi.org/10.5465/amj.2014.0849
  38. Ferrarini, F., & Curzi, Y. (2022). AMO-enhancing practices, open innovation and organizations' innovation in the European context: Testing a mediation model. European Journal of Innovation Management. https://doi.org/10.1108/ejim-01-2022-0005
  39. Fetters, M. D., & Molina-Azorin, J. F. (2017). The journal of mixed methods research starts a new decade: The mixed methods research integration trilogy and its dimensions. Journal of Mixed Methods Research, 11(3), 291-307. https://doi.org/10.1177/1558689817714066
  40. Franco, C., & Landini, F. (2022). Organizational drivers of innovation: The role of workforce agility. Research Policy, 51(2), 104423. https://doi.org/10.1016/j.respol.2021.104423
  41. Fu, N., Flood, P. C., Bosak, J., Morris, T., & O'Regan, P. (2015). How do high performance work systems influence organizational innovation in professional service firms? Employee Relations, 37(2), 209-231. https://doi.org/10.1108/er-10-2013-0155
  42. Gupta, A. K., & Singhal, A. (1993). Managing human resources for innovation and creativity. Research Technology Management, 36(3), 41-48. https://doi.org/10.1080/08956308.1993.11670902
  43. Gupta, N., & Shaw, J. D. (2014). Employee compensation: The neglected area of HRM research. Human Resource Management Review, 24(1), 1-4. https://doi.org/10.1016/j.hrmr.2013.08.007
  44. Gusenbauer, M., & Haddaway, N. R. (2020). Which academic search systems are suitable for systematic reviews or meta-analyses? Evaluating retrieval qualities of Google Scholar, PubMed, and 26 other resources. Research Synthesis Methods, 11(2), 181-217. https://doi.org/10.1002/jrsm.1378
  45. Hamouche, S. (2021). Human resource management and the COVID-19 crisis: Implications, challenges, opportunities, and future organizational directions. Journal of Management & Organization, 1-16. https://doi.org/10.1017/jmo.2021.15
  46. Hayton, J. C. (2005). Promoting corporate entrepreneurship through human resource management practices: A review of empirical research. Human Resource Management Review, 15(1), 21-41. https://doi.org/10.1016/j.hrmr.2005.01.003
  47. Heffernan, M., Harney, B., Cafferkey, K., & Dundon, T. (2016). Exploring the HRM-performance relationship: The role of creativity climate and strategy. Employee Relations, 38(3), 438-462. https://doi.org/10.1108/er-06-2015-0110
  48. Hunter, S. T., & Cushenbery, L. (2011). Leading for innovation: Direct and indirect influences. Advances in Developing Human Resources, 13(3), 248-265. https://doi.org/10.1177/1523422311424263
  49. Imperatori, B., Bissola, R., Butera, F., & Bodega, D. (2020). Work and HRM in the 4.0 era: Insights and research directions. Studi Organizzativi, (2), 9-26. https://doi.org/10.3280/so2019-002001
  50. Islam, R., & Periaiah, N. (2023). Overcoming the pitfalls in employee performance evaluation: An application of ratings mode of the Analytic Hierarchy Process. Journal of Entrepreneurship, Management, and Innovation, 19(2), 127-157. https://doi.org/10.7341/20231924
  51. Janssen, O. (2000). Job demands, perceptions of effort-reward fairness and innovative work behaviour. Journal of Occupational and Organizational Psychology, 73(3), 287-302. https://doi.org/10.1348/096317900167038
  52. Jebali, D., & Meschitti, V. (2020). HRM as a catalyst for innovation in start-ups. Employee Relations, 43(2), 555-570. https://doi.org/10.1108/er-03-2020-0140
  53. Jerez-Gómez, P., Céspedes-Lorente, J., & Valle-Cabrera, R. (2005). Organizational learning capability: A proposal of measurement. Journal of Business Research, 58(6), 715-725. https://doi.org/10.1016/j.jbusres.2003.11.002
  54. Jiang, J., Wang, S., & Zhao, S. (2012). Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms. The International Journal of Human Resource Management, 23(19), 4025-4047. https://doi.org/10.1080/09585192.2012.690567
  55. Johnson, R. B., & Onwuegbuzie, A. J. (2004). Mixed methods research: A research paradigm whose time has come. Educational Researcher (Washington, D.C.: 1972), 33(7), 14-26. https://doi.org/10.3102/0013189x033007014.
  56. Jones, G., Chirino Chace, B., & Wright, J. (2021). Cultural diversity drives innovation: Modeling in the global pharmaceutical industry. International Journal of Innovation Science, 13(2), 133-144. https://doi.org/10.1108/ijis-06-2020-0087
  57. Jotabá, M. N., Fernandes, C. I., Gunkel, M., & Kraus, S. (2022). Innovation and human resource management: A systematic literature review. European Journal of Innovation Management, 25(6), 1-18. https://doi.org/10.1108/ejim-07-2021-0330
  58. Kampkötter, P. (2017). Performance appraisals and job satisfaction. The International Journal of Human Resource Management, 28(5), 750-774. https://doi.org/10.1080/09585192.2015.1109538
  59. Khanagha, S., Volberda, H. W., Alexiou, A., & Annosi, M. C. (2021). Mitigating the dark side of agile teams: Peer pressure, leaders' control, and the innovative output of agile teams. The Journal of Product Innovation Management, (jpim.12589). https://doi.org/10.1111/jpim.12589
  60. Kianto, A., Sáenz, J., & Aramburu, N. (2017). Knowledge-based human resource management practices, intellectual capital and innovation. Journal of Business Research, 81, 11-20. https://doi.org/10.1016/j.jbusres.2017.07.018
  61. Kim, Y., & Ployhart, R. E. (2014). The effects of staffing and training on firm productivity and profit growth before, during, and after the Great Recession. The Journal of Applied Psychology, 99(3), 361-389. https://doi.org/10.1037/a0035408
  62. Klang, D., Wallnöfer, M., & Hacklin, F. (2014). The business model paradox: A systematic review and exploration of antecedents: The business model paradox. International Journal of Management Reviews, 16(4), 454-478. https://doi.org/10.1111/ijmr.12030
  63. Koster, F. (2019). Innovative HRM. A review of the literature. Journal of Technology Management & Innovation, 14(2), 97-106. https://doi.org/10.4067/s0718-27242019000200097
  64. Krammer, S. M. S. (2022). Human resource policies and firm innovation: The moderating effects of economic and institutional context. Technovation, 110(102366), 102366. https://doi.org/10.1016/j.technovation.2021.102366
  65. Kraśnicka, T., Głód, W., & Wronka-Pośpiech, M. (2016). Management innovation and its measurement. Journal of Entrepreneurship Management and Innovation, 12(2), 95-121. https://doi.org/10.7341/20161225
  66. Kraus, S., Breier, M., Lim, W. M., Dabić, M., Kumar, S., Kanbach, D., ... Ferreira, J. J. (2022). Literature reviews as independent studies: guidelines for academic practice. Review of Managerial Science, 16(8), 2577-2595. https://doi.org/10.1007/s11846-022-00588-8
  67. Kumpulainen, M., & Seppänen, M. (2022). Combining Web of Science and Scopus datasets in citation-based literature study. Scientometrics, 127(10), 5613-5631. https://doi.org/10.1007/s11192-022-04475-7
  68. Lai, W. H., & Kwang, S. N. (2014). Enhancing organisational performance of Malaysian SMEs: The role of HRM and organisational learning capability. International Journal of Manpower, 35(7), 973-995. https://doi.org/10.1108/IJM-04-2012-0059
  69. Laursen, K., & Mahnke, V. (2001). Knowledge strategies, firm types, and complementarity in human-resource Practices. Journal of Management & Governance, 5, 1-27. https://doi.org/ 10.1023/A:1017985623502
  70. Lepak, D. P., Taylor, M. S., Tekleab, A. G., Marrone, J. A., & Cohen, D. J. (2007). An examination of the use of high-investment human resource systems for core and support employees. Human Resource Management, 46(2), 223-246. https://doi.org/10.1002/hrm.20158
  71. Lerro, A., Linzalone, R., & Schiuma, G. (2009). Modelling organisational innovation capability: A knowledge-based approach. In Proceedings of the 4th IFKAD. Retrieved from https://www.academia.edu/download/42707990/Modeling_Organizational_Innovation_Capab20160215-13562-hiht4i.pdf
  72. Lin, Y. R., & Fu, X. M. (2017). Does institutional ownership influence firm performance? Evidence from China. International Review of Economics & Finance, 49, 17-57. https://doi.org/10.1016/j.iref.2017.01.021
  73. Ling, T. C., & Nasurdin, A. M. (2010). Human resource management practices and organizational innovation: An empirical study in Malaysia. Journal of Applied Business Research (JABR), 26(4). https://doi.org/10.19030/jabr.v26i4.311
  74. Litwin, A. S. (2013). Not featherbedding, but feathering the nest: Human resource management and investments in information technology. Industrial Relations, 52(1), 22-52. https://doi.org/10.1111/irel.12010
  75. Liu, D., Jiang, K., Shalley, C. E., Keem, S., & Zhou, J. (2016). Motivational mechanisms of employee creativity: A meta-analytic examination and theoretical extension of the creativity literature. Organizational Behavior and Human Decision Processes, 137, 236-263. https://doi.org/10.1016/j.obhdp.2016.08.001
  76. Llinas, D., & Abad, J. (2020). The role of high-performance people management practices in Industry 4.0: the case of medium-sized Spanish firms. Intangible Capital, 15(3), 190. https://doi.org/10.3926/ic.1485
  77. Lu, B., Guo, X., Luo, N., & Chen, G. (2015). Corporate blogging and job performance: Effects of work-related and nonwork-related participation. Journal of Management Information Systems, 32(4), 285-314. https://doi.org/10.1080/07421222.2015.1138573
  78. Luo, K., Zhou, J., Wu, J., & Huang, H. (2016). Work family conflict and job dedication:The moderating role of psychological capital. Proceedings of the 2016 International Conference on Education, Management, Computer and Society. Paris, France: Atlantis Press.
  79. Ma Prieto, I., & Pilar Perez-Santana, M. (2014). Managing innovative work behavior: The role of human resource practices. Personnel Review, 43(2), 184-208. https://doi.org/10.1108/PR-11-2012-0199
  80. Malik, A., Boyle, B., & Mitchell, R. (2017). Contextual ambidexterity and innovation in healthcare in India: The role of HRM. Personnel Review, 46(7), 1358-1380. https://doi.org/10.1108/pr-06-2017-0194
  81. March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. Retrieved from http://www.jstor.org/stable/2634940
  82. Martínez-Sánchez, A., Vela-Jiménez, M.-J., Pérez-Pérez, M., & de-Luis-Carnicer, P. (2011). The dynamics of labour flexibility: Relationships between employment type and innovativeness: Labour flexibility and innovativeness. The Journal of Management Studies, 48(4), 715-736. https://doi.org/10.1111/j.1467-6486.2010.00935.x
  83. Mauro, T. G., & Borges-Andrade, J. E. (2020). Human resource system as innovation for organisations. Innovation & Management Review, 17(2), 197-214. https://doi.org/10.1108/inmr-03-2019-0037
  84. Mazurchenko, A., & Zelenka, M. (2022). Employees' digital competency development in the construction and automotive industrial sectors. Central European Business Review, 11(1), 41-63. https://doi.org/10.18267/j.cebr.284
  85. Meacham, H., Cavanagh, J., Shaw, A., & Bartram, T. (2017). Innovation programs at the workplace for workers with an intellectual disability: Two case studies in large Australian organisations. Personnel Review, 46(7), 1381-1396. https://doi.org/10.1108/pr-08-2016-0214
  86. Murphy, G. D., & Southey, G. (2003). High performance work practices: Perceived determinants of adoption and the role of the HR practitioner. Personnel Review, 32(1), 73-92. https://doi.org/10.1108/00483480310454736
  87. Naqshbandi, M. M., Garib Singh, S. K., & Ma, P. (2016). The link between organisational citizenship behaviours and open innovation: A case of Malaysian high-tech sector. IIMB Management Review, 28(4), 200-211. https://doi.org/10.1016/j.iimb.2016.08.008
  88. Narcizo, R. B., Canen, A. G., & Tammela, I. (2017). A conceptual framework to represent the theoretical domain of "innovation capability" in organizations. Journal of Entrepreneurship Management and Innovation, 13(1), 147-166. https://doi.org/10.7341/20171316
  89. Nedumaran, G., & Rani, C. (n.d.). A study on impact of e-hrm activities in the companies growth. Retrieved February 26, 2023, from http://www.zenithresearch.org.in/images/stories/pdf/2021/JANUARY/ZIJMR/zijmr2jan21-13807.pdf
  90. Neirotti, P., & Paolucci, E. (2013). Why do firms train? Empirical evidence on the relationship between training and technological and organizational change: Relationship between training and technological and organizational change. International Journal of Training and Development, 17(2), 93-115. https://doi.org/10.1111/ijtd.12003
  91. Ng, I., & Dastmalchian, A. (2011). Perceived training benefits and training bundles: A Canadian study. The International Journal of Human Resource Management, 22(4), 829-842. https://doi.org/10.1080/09585192.2011.555126
  92. Ngoc Su, D., Luc Tra, D., Thi Huynh, H. M., Nguyen, H. H. T., & O'Mahony, B. (2021). Enhancing resilience in the Covid-19 crisis: Lessons from human resource management practices in Vietnam. Current Issues in Tourism, 24(22), 3189-3205. https://doi.org/10.1080/13683500.2020.1863930
  93. Nientied, P., & Slob-Winterink, C. (2018). The role of hrm in fostering innovation: A case study of a Dutch technical company. Dynamic Relationships Management Journal, 7(2), 13-24. https://doi.org/10.17708/drmj.2018.v07n02a02
  94. Nowell, L. S., Norris, J. M., White, D. E., & Moules, N. J. (2017). Thematic analysis: Striving to meet the trustworthiness criteria. International Journal of Qualitative Methods, 16(1), 160940691773384. https://doi.org/10.1177/1609406917733847
  95. O'Reilly, C. A., & Chatman, J. A. (1996). Culture as social control: Corporations, cults, and commitment. In B. M. Staw (Ed.), Research in Organizational Behavior: An Annual Series of Analytical Essays and Critical Reviews, 18, 157-200.
  96. Oltra, V., Donada, C., & Alegre, J. (2022). Facilitating radical innovation through secret technology-oriented skunkworks projects: Implications for human resource practices. Human Resource Management Journal, 32(1), 133-150. https://doi.org/10.1111/1748-8583.12397
  97. Organ, D. W. (1988). Organizational Citizenship Behavior: The Good Soldier Syndrome. New York, NY: Free Press.
  98. Özbağ, G. K., Esen, M., & Esen, D. (2013). The impact of HRM capabilities on innovation mediated by knowledge management capability. Procedia - Social and Behavioral Sciences, 99(6), 784-793
  99. Papa, A., Dezi, L., Gregori, G. L., Mueller, J., & Miglietta, N. (2020). Improving innovation performance through knowledge acquisition: The moderating role of employee retention and human resource management practices. Journal of Knowledge Management, 24(3), 589-605. https://doi.org/10.1108/jkm-09-2017-0391
  100. Papadonikolaki, E., van Oel, C., & Kagioglou, M. (2019). Organising and managing boundaries: A structurational view of collaboration with Building Information Modelling (BIM). International Journal of Project Management, 37(3), 378-394. https://doi.org/10.1016/j.ijproman.2019.01.010
  101. Papaioannou, D., Sutton, A., Carroll, C., Booth, A., & Wong, R. (2010). Literature searching for social science systematic reviews: Consideration of a range of search techniques. Literature searching for social science systematic reviews. Health Information and Libraries Journal, 27(2), 114-122. https://doi.org/10.1111/j.1471-1842.2009.00863.x
  102. Para-González, L., Jiménez-Jiménez, D., & Martínez-Lorente, A. R. (2018). Exploring the mediating effects between transformational leadership and organizational performance. Employee Relations, 40(2), 412-432. https://doi.org/10.1108/er-10-2016-0190
  103. Parwita, G. B. S., Arsawan, I. W. E., Koval, V., Hrinchenko, R., Bogdanova, N., & Tamosiuniene, R. (2021). Organizational innovation capability: Integrating human resource management practice, knowledge management and individual creativity. Intellectual Economics, 15(2), 145-163. https://doi.org/10.13165/IE-21-15-2-02
  104. Przytuła, S., Strzelec, G., & Krysińska-Kościańska, K. (2020). Re-vision of future trends in human resource management (HRM) after COVID-19. Journal of Intercultural Management, 12(4), 70-90. https://doi.org/10.2478/joim-2020-0052
  105. Raj, R., & Srivastava, K. B. L. (2013). The mediating role of organizational learning on the relationship among organizational culture, HRM practices and innovativeness. Management and Labour Studies, 38(3), 201-223. https://doi.org/10.1177/0258042x13509738
  106. Rajiani, I., Musa, H., & Hardjono, B. (2016). Ability, motivation and opportunity as determinants of green human resources management innovation. Research Journal of Business Management, 10(1-3), 51-57. https://doi.org/10.3923/rjbm.2016.51.57
  107. Rasheed, M. A., Shahzad, K., Conroy, C., Nadeem, S., & Siddique, M. U. (2017). Exploring the role of employee voice between high-performance work system and organizational innovation in small and medium enterprises. Journal of Small Business and Enterprise Development, 24(4), 670-688. https://doi.org/10.1108/jsbed-11-2016-0185
  108. Rehman, H. M., Au Yong, H. N., & Choong, Y. O. (2022). Facilitating the Malaysian manufacturing sector in readiness for Industry 4.0: A mediating role of organization innovation. International Journal of Asian Business and Information Management, 13(1), 1-23. https://doi.org/10.4018/ijabim.297847
  109. Renkema, M., Meijerink, J., & Bondarouk, T. (2022). Routes for employee-driven innovation: How HRM supports the emergence of innovation in a formalized context. The International Journal of Human Resource Management, 33(17), 3526-3559. https://doi.org/10.1080/09585192.2021.1913625
  110. Rhaiem, K., & Amara, N. (2021). Learning from innovation failures: A systematic review of the literature and research agenda. Review of Managerial Science, 15(2), 189-234. https://doi.org/10.1007/s11846-019-00339-2
  111. Říhová, L., Písař, P., & Havlíček, K. (2019). Innovation potential of cross-generational creative teams in the EU. Problems and Perspectives in Management, 17(4), 38-51. https://doi.org/10.21511/ppm.17(4).2019.04
  112. Rupietta, C., & Backes-Gellner, U. (2019). Combining knowledge stock and knowledge flow to generate superior incremental innovation performance - Evidence from Swiss manufacturing. Journal of Business Research, 94, 209-222. https://doi.org/10.1016/j.jbusres.2017.04.003
  113. Santoso, H., & Furinto, A. (2019). Combining self-efficacy and employee friendly workplace to generate innovative work behavior: Evidence from telecommunication industry. International Journal of Recent Technology and Engineering, 8(2S), 498-505. https://doi.org/10.5267/j.msl.2019.7.024
  114. Sanz-Valle, R., & Jiménez-Jiménez, D. (2018). HRM and product innovation: Does innovative work behaviour mediate that relationship? Management Decision, 56(6), 1417-1429. https://doi.org/10.1108/md-04-2017-0404
  115. Schloemer-Jarvis, A., Bader, B., & Böhm, S. A. (2022). The role of human resource practices for including persons with disabilities in the workforce: A systematic literature review. The International Journal of Human Resource Management, 33(1), 45-98. https://doi.org/10.1080/09585192.2021.1996433
  116. Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607. https://doi.org/10.2307/256701
  117. Seeck, H., & Diehl, M.-R. (2017). A literature review on HRM and innovation - taking stock and future directions. The International Journal of Human Resource Management, 28(6), 913-944. https://doi.org/10.1080/09585192.2016.1143862
  118. Sheehan, C., De Cieri, H., Cooper, B., & Shea, T. (2016). Strategic implications of HR role management in a dynamic environment. Personnel Review, 45(2), 353-373. https://doi.org/10.1108/pr-04-2014-0071
  119. Sheppeck, M. A., & Militello, J. (2000a). Strategic HR configurations and organizational performance. Human Resource Management, 39(1), 5-16. https://doi.org/10.1002/(sici)1099-050x(200021)39:1<5::aid-hrm2>3.0.co;2-i
  120. Singh, V. K., Singh, P., Karmakar, M., Leta, J., & Mayr, P. (2021). The journal coverage of Web of Science, Scopus and Dimensions: A comparative analysis. Scientometrics, 126(6), 5113-5142. https://doi.org/10.1007/s11192-021-03948-5
  121. Smith, M. K. (2018). High-involvement innovation: views from frontline service workers and managers. Employee Relations, 40(2), 208-226. https://doi.org/10.1108/er-07-2016-0143
  122. Soo, C., Tian, A. W., Teo, S. T. T., & Cordery, J. (2017). Intellectual capital-enhancing HR, absorptive capacity, and innovation. Human Resource Management, 56(3), 431-454. https://doi.org/10.1002/hrm.21783
  123. Stein, V., & Scholz, T. M. (2020). Manufacturing revolution boosts people issues: The evolutionary need for 'human-automation resource management' in smart factories. European Management Review, 17(2), 391-406. https://doi.org/10.1111/emre.12368
  124. Sun, Y., & Mamman, A. (2022). Adoption of high-performance work systems in small and medium-sized enterprises. Asia Pacific Journal of Human Resources, 60(3), 479-509. https://doi.org/10.1111/1744-7941.12277
  125. Tafvelin, S., Stenling, A., Lundmark, R., & Westerberg, K. (2019). Aligning job redesign with leadership training to improve supervisor support: A quasi-experimental study of the integration of HR practices. European Journal of Work and Organizational Psychology, 28(1), 74-84. https://doi.org/10.1080/1359432x.2018.1541887
  126. Tang, M., & Werner, C. H. (2017). Handbook of the Management of Creativity and Innovation: Theory and Practice. Singapore: World Scientific Publishing.
  127. Tansley, C., Kirk, S., Williams, H., & Barton, H. (2014). Tipping the scales: Ambidexterity practices on e-HRM projects. Employee Relations, 36(4), 398-414. https://doi.org/10.1108/er-07-2013-0090
  128. Than, S. T., Le, P. B., Le, T. P., & Nguyen, D. T. N. (2023). Stimulating product and process innovation through HRM practices: The mediating effect of knowledge management capability. Evidence-Based HRM a Global Forum for Empirical Scholarship, 11(1), 85-102. https://doi.org/10.1108/ebhrm-04-2021-0068
  129. Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence-informed management knowledge by means of systematic review. British Journal of Management, 14(3), 207-222. https://doi.org/10.1111/1467-8551.00375
  130. Tuncdogan, A., Boon, A., Mom, T., Van Den Bosch, F., & Volberda, H. (2017). Management teams' regulatory foci and organizational units' exploratory innovation: The mediating role of coordination mechanisms. Long Range Planning, 50(5), 621-635. https://doi.org/10.1016/j.lrp.2016.11.002
  131. Tworek, K., Luo, G., Paska, M., & Sałamacha, A. (2023). The influence of e-trust on a job performance model based on employees' dynamic capabilities during a crisis caused by a Black Swan event. Journal of Entrepreneurship, Management, and Innovation, 19(2), 159-187. https://doi. org/10.7341/20231925
  132. Varan, R., & Rostami, M. (2016). To identify and review the effective factors of attracting and retaining professional physicians in management of social security of Tehran province and ITS subordinate units. Problems and Perspectives in Management, 14(3), 414-421. https://doi.org/10.21511/ppm.14(3-si).2016.16
  133. Vila, L. E., Pérez, P. J., & Coll-Serrano, V. (2014). Innovation at the workplace: Do professional competencies matter? Journal of Business Research, 67(5), 752-757. https://doi.org/10.1016/j.jbusres.2013.11.039.
  134. Volberda, H. W., Van Den Bosch, F. A. J., & Heij, C. V. (2013). Management innovation: Management as fertile ground for innovation: Management innovation: Management as fertile ground for innovation. European Management Review, 10(1), 1-15. https://doi.org/10.1111/emre.12007
  135. von Krogh, G., Nonaka, I., & Aben, M. (2001). Making the most of your company's knowledge: A strategic framework. Long Range Planning, 34(4), 421-439. https://doi.org/10.1016/s0024-6301(01)00059-0
  136. Wallo, A., Kock, H., & Nilsson, P. (2016). Setting the stage for innovation: Towards a conceptual model of the HR-innovation link. International Journal of Human Resources Development and Management, 16(1/2), 100. https://doi.org/10.1504/ijhrdm.2016.075375
  137. Wan Hooi, L., & Sing Ngui, K. (2014). Enhancing organizational performance of Malaysian SMEs: The role of HRM and organizational learning capability. International Journal of Manpower, 35(7), 973-995. https://doi.org/10.1108/ijm-04-2012-0059
  138. Wei, L.-Q., & Lau, C.-M. (2010). High performance work systems and performance: The role of adaptive capability. Human Relations; Studies towards the Integration of the Social Sciences, 63(10), 1487-1511. https://doi.org/10.1177/0018726709359720
  139. Weiss, M., Baer, M., & Hoegl, M. (2022). The human side of innovation management: Bridging the divide between the fields of innovation management and organizational behavior. The Journal of Product Innovation Management, 39(3), 283-291. https://doi.org/10.1111/jpim.12624
  140. Wiwoho, G., Suroso, A., & Wulandari, S. Z. (2020). Linking adaptive capability, product innovation and marketing performance: Results from Indonesian SMEs. Management Science Letters, 2379-2384. https://doi.org/10.5267/j.msl.2020.2.027
  141. Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323-342. https://doi.org/10.5465/amj.2010.49388995
  142. Zhou, J., & Shalley, C. E. (2004). Research on employee creativity: A critical review and directions for future research. In Research in Personnel and Human Resources Management (pp. 165-217). Bingley: Emerald (MCB UP).
  143. Zouaghi, F., Garcia-Marco, T., & Martinez, M. G. (2020). The link between R&D team diversity and innovative performance: A mediated moderation model. Technological Forecasting and Social Change, 161(120325), 120325. https://doi.org/10.1016/j.techfore.2020.120325
  144. Zupic, I., & Čater, T. (2015). Bibliometric methods in management and organization. Organizational Research Methods, 18(3), 429-472. https://doi.org/10.1177/1094428114562629
Cytowane przez
Pokaż
ISSN
2299-7075
Język
eng
URI / DOI
https://doi.org/10.7341/20231921
Udostępnij na Facebooku Udostępnij na Twitterze Udostępnij na Google+ Udostępnij na Pinterest Udostępnij na LinkedIn Wyślij znajomemu