Globalization, Human Resource Practices and Innovation: Recent Evidence from the Canadian Workplace and Employee Survey

Walsworth, Scott; Verma, Anil Kumar

doi:10.1111/j.1468-232x.2007.00466.x

Cited by 71 publications

(60 citation statements)

References 20 publications

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“…Second, the significant effect that training activities exert on process but not product innovations leads us to qualify the empirical evidence obtained by previous research on the manufacturing sector (e.g., Walsworth and Verma, 2007). If this previous research had distinguished between product and service innovations (as is typical in CIS surveys), its results would probably have more precisely captured the determinants of the innovation process in manufacturing firms (firms that may also be innovating in services).…”

Section: Discussionsupporting

confidence: 51%

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Service innovation in manufacturing firms: Evidence from Spain

2012

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a b s t r a c tThe ways in which manufacturing firms come to offer services to customers servitisation or servicisation are attracting considerable attention. This paper examines an innovation survey of Spanish firms in order to investigate one aspect of this phenomenon: the introduction of new or improved services by manufacturers. Specifically, the paper analyses the determinants of service innovations in manufacturers and determines whether they differ from those of product or process innovations in these same firms. The study finds that almost 20 percent of the firms in the sample have introduced such services in the recent past and that important differences exist between service and product (goods) innovations, with service innovations being particularly related to human resource development and closer links to customers. This suggests that service innovation by manufacturers has much in common with the innovation patterns detected in service sector firms. Intriguing differences across manufacturing sectors are also noted, with the lowest and highest tech sectors reporting more service innovations than the medium tech sectors.

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Section: Discussionsupporting

confidence: 51%

“…Walsworth and Verma (2007) show that training appears to have a positive impact on both product and process innovations. Beugelsdijk (2008) indi cates the importance of training for generating incremental innovations.…”

Section: Human Capital and Training Activitiesmentioning

confidence: 99%

Service innovation in manufacturing firms: Evidence from Spain

2012

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“…Pudelko and Harzing (2007) list seven areas, though two of these arguably do not measure HR practices specifically; the other five embrace recruitment, training, assessment, incentives, and communication. Walsworth and Verma (2007) have a similar list of high-performance practices. We cover compensation, empowerment, training and development, communication, and assessment.…”

Section: Identification and Measurement Of Hrm Practicesmentioning

confidence: 99%

Human Resource Management Practices in the Multinational Company: A Test of System, Societal, and Dominance Effects

Edwards¹,

Sánchez-Mangas²,

Tregaskis³

et al. 2013

ILR Review

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Does the use of HRM practices by multinational companies (MNCs) reflect their national origins or are practices similar regardless of context? To the extent that practices are similar, is there any evidence of global best standards? The authors use the system, societal, and dominance framework to address these questions through analysis of 1,100 MNC subsidiaries in Canada, Ireland, Spain, and the United Kingdom. They argue that this framework offers a richer account than alternatives such as varieties of capitalism. The study moves beyond previous research by differentiating between system effects at the global level and dominance effects arising from the diffusion of practices from a dominant economy. It shows that both effects are present, as are some differences at the societal level. Results suggest that MNCs configure their HRM practices in response to all three forces rather than to some uniform global best practices or to their national institutional contexts.

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“…Studies suggest that attractive compensation packages and variable rewards are positively linked to innovation because they create incentives for innovative behaviour and thereby support innovative performance (Jiménez-Jiménez and Sanz-Valle, 2008;Lau and Ngo, 2004). However, research also that suggests the opposite, i.e., that variable pay contributes little to innovation in the workplace (Walsworth and Verma, 2007) and that the relationship between performance-based pay systems and innovation is complex (Beugelsdijk, 2008;Shipton et al, 2005). Performance-based pay may stimulate creativity and initiatives for innovations, but individual incentives may also decrease employees' willingness to help solve problems with which they are not directly involved (Lau and Ngo, 2004).…”

Section: Rewards and Benefitsmentioning

confidence: 92%

“…Similarly, Schuler and Jackson (1987) argue that firms that pursue an innovation strategy are likely to allow employees to develop skills that can be used in different positions within the organisation. Other studies indicate that formal education that specifically targets innovation, such as conceptual training and autonomy training (Walsworth and Verma, 2007), is valuable. HR's role in relation to formal competence development may vary.…”

Section: Development and Trainingmentioning

confidence: 99%

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Wallo

Kock

Nilsson

2016

IJHRDM

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Abstract:The article shows that human resource management (HRM) and human resource development (HRD) activities play a potentially important role in facilitating innovation in organisations. Based on previous research, a conceptual model is presented that displays how an organisation's human resource (HR) function can facilitate innovation by securing and developing the HR supply chain to ensure the healthy and continuous flow of personnel and competence into, within, and out of the organisation (i.e., by securing the appropriate competences for the job and the organisation, by developing and retaining existing competences, and by transferring competences from employees who are leaving to those who remain in the organisation). This article argues that HR practitioners can set the stage for innovations by actively and strategically implementing HR activities that support the creation of an expansive learning environment in which both adaptive and developmental learning can occur.

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Globalization, Human Resource Practices and Innovation: Recent Evidence from the Canadian Workplace and Employee Survey

Cited by 71 publications

References 20 publications

Service innovation in manufacturing firms: Evidence from Spain

Service innovation in manufacturing firms: Evidence from Spain

Human Resource Management Practices in the Multinational Company: A Test of System, Societal, and Dominance Effects

Setting the stage for innovation: towards a conceptual model of the HR-innovation link

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