Collaborative-based HRM practices and open innovation: a conceptual review

Hong, Jacky; Zhao, Xiao‐Fan; Snell, Robin Stanley

doi:10.1080/09585192.2018.1511616

Cited by 60 publications

(121 citation statements)

References 143 publications

(221 reference statements)

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“…attitudes, their behavioral intentions, and their actual behavior (de Araújo Burcharth et al, 2014;Moeller et al, 2016;Hong et al, 2019). However, although organizational incentive systems have been discussed extensively in psychological and human resource literature (Gagné and Deci, 2005;Ryan and Deci, 2000;Amabile, 1993), little attention has been paid to the study of the design and implementation of incentives in the OI paradigm (Schneckenberg, 2014).…”

Section: Rewards In Open Innovationmentioning

confidence: 99%

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

Alassaf

Dabić

Shifrer

et al. 2020

JKM

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Purpose The purpose of this paper is to fill a significant research gap in academic literature pertaining to open innovation (OI). To do so, this paper empirically tests the impact of organizational culture, employees’ knowledge, attitudes and rewards as antecedents and mediators of OI adoption in organizations, facilitating a more thorough understanding by using an empirical multi-level approach. Design/methodology/approach This paper analyzes the results of the “Identification of Industrial Needs for Open Innovation Education in Europe” survey through a quantitative analysis using logistic regression models. This survey includes 528 employees working in 28 different industrial sectors in 37 countries, most of which are in Europe. Findings The results suggest a positive impact of organizational characteristics on the adoption of OI (i.e. including the adoption of outside-in and inside-out OI activities in participating organizations), showing that the openness of an organization’s culture increases its likelihood of adopting an OI paradigm. More importantly, the results highlight the positive mediating effect of employees’ knowledge and rewards on this relationship. Research limitations/implications The data set that was the basis of this paper was generated in European countries, the results of the analysis are limited and appropriate for this region and may vary when applied to other regions of the world. Practical implications The proposed multi-level approach offers new insight into organizational knowledge. It enables the improvement of OI and knowledge management practices in organizations by assisting practitioners and academics in recognizing the relationship between organizational culture; employees’ knowledge, attitudes and rewards; and the adoption of the OI paradigm. Social implications This paper offers a possible explanation on why open-border cultures are more likely to have a successful OI adoption, by relating it to factors that advance in the presence of an open-border culture, such as active participation of OI relative departments in knowledge sourcing and knowledge exchange, and rewarding employees for OI activities. Originality/value This paper presents a new framework which links organizational culture to OI, moving on from merely examining culture in terms of its positive or negative impact on OI adoption. It contributes to research on the OI paradigm and knowledge management by highlighting the significance of antecedents and mediators from a multi-level perspective using multiple units of analysis. Most previous studies focus on a single unit of analysis.

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Section: Rewards In Open Innovationmentioning

confidence: 99%

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

Alassaf

Dabić

Shifrer

et al. 2020

JKM

View full text Add to dashboard Cite

show abstract

“…For example, previous research has discussed HRM from perspectives, such as high-performance HRM (Rubel et al, Sun et al, 2007), high-involvement HRM , high commitment HRM (Chen et al, 2018), well-being-oriented HRM (Cooper et al, 2019), and flexibility-oriented HRM (Chang et al, 2013). Other researchers have looked at emerg-ing approaches to HRM such as service-oriented HRM (Dang et al, 2019), service-oriented, high-performance, work systems (Luu, 2019;Wang & Xu, 2017), efficiencyoriented HRM (Mariappanadar, 2012), creativity oriented HRM (Song et al, 2019), collaborative HRM practices (Hong et al, 2019), employee-oriented HRM (Hu & Jiang, 2018), knowledge-based HRM (Noopur & Dhar, 2019), and calculative and collaborative-oriented HRM (Cregan et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

High commitment human resource management practices and hotel employees' work outcomes in Bangladesh

2021

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Studies in the field of high commitment human resource management have pointed to the importance of interpersonal relationships in the workplace. In line with this, the focus of this study is on identifying how high commitment human resource management creates and sustains employee relationships. Viewing high commitment human resource management as a relational process, we identify six distinct practices -selective hiring, training and development, participation, promotion opportunity, teamwork, and reward and recognition -that influence three employee-related outcomes -organizational commitment, organizational citizenship behavior, and employee retention. Based on data from 365 front-line employees in 5-star hotels in Bangladesh, and using social exchange theory as a lens, we explore how high commitment human resource management can influence work outcomes. The results provide additional evidence of the role that high commitment human resource management plays in ensuring positive work outcomes, and indicates how organizations might benefit from this knowledge.

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“…Studies of effective research and development show however that if the company focuses too much on soliciting suggestions for innovation, it will lose its innovation advantage [6,7], because there is an extremely high cost to capturing and processing consumer and partner information, but only a small return in information with innovation value [8,9]. Moreover, not all users and partners are willing to participate actively in innovation of core enterprises [10], so core enterprises need to encourage them to participate in open innovation ecology [11].…”

Section: Introductionmentioning

confidence: 99%

Construction of Open Innovation Ecology on the Internet: A Case Study of Xiaomi (China) Using Institutional Logic

Ortiz

Ren

et al. 2019

Sustainability

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The characteristics of collaborative innovation and interactions among core enterprises, users, and partners are critical. Research is lacking on how to construct open innovation ecology through institutional design. This study explores how core enterprises effectively motivate users and partners to participate in innovation activities on the Internet and successfully constructing open innovation ecology, using the institutional logic theory and an exploratory case study of Xiaomi, a famous Chinese Internet enterprise. The findings are as follows: (1) three main characteristics of innovation carried out by core enterprises, users, and partners in the open innovation ecology—iterative innovation, social innovation, and joint innovation; (2) three new institutional practices—following, leading, and symbiotic mechanisms—which provide an effective institutional guarantee for interaction and innovation; (3) two kinds of institutional logic—administrative logic and social logic, which core enterprises follow to construct open innovation ecology on the Internet, and its change in innovation characteristics. Therefore, a full understanding of the changing rules of the institutional logic is fundamental for successfully building open innovation ecology. This study enriches both the open innovation ecology theory as well as the institutional logic theory. In addition, Xiaomi’s open innovation ecological development model proves that core enterprises can take the approach of building open innovation ecology. It provides a strong example to other enterprises on innovations on the Internet.

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Collaborative-based HRM practices and open innovation: a conceptual review

Cited by 60 publications

References 143 publications

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

The impact of open-border organization culture and employees’ knowledge, attitudes, and rewards with regards to open innovation: an empirical study

High commitment human resource management practices and hotel employees' work outcomes in Bangladesh

Construction of Open Innovation Ecology on the Internet: A Case Study of Xiaomi (China) Using Institutional Logic

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