High‐commitment work systems and middle managers' innovative behavior in the Chinese context: The moderating role of work‐life conflicts and work climate

Abstract

This study advances research on high‐commitment work systems (HCWSs) and organizational innovation by examining how the configuration of middle managers' work–family issues (i.e., work–family conflict and work climate for sharing family concerns) shape the relationship between HCWSs and innovation performance. Using a matched sample of senior management team members, middle managers, and frontline employees from 113 Chinese manufacturing firms and two waves of survey, we found that HCWSs are associated with enhanced levels of middle managers' innovative behavior, an association that improves innovation performance. The results also show that high levels of work–family conflict weaken the relationship between HCWSs and innovative behavior, but can be attenuated when a work climate better facilitates the sharing of family concerns. The study contributes to the knowledge of the role of HCWSs and contextual conditions of their effects in enhancing organizational innovation performance, with specific implications for the Chinese context.

How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation

“…Indeed, the findings of Andreeva, Vanhala, Sergeeva, Ritala, and Kianto (2017), Lopez-Cabrales et al (2009), andZatzick andIverson (2006) do not support the "best practice" assertion. In the current literature, the negative influences of HPWS are understudied, and it is unclear what constrains HPWS's effectiveness (Chen, Jiang, Tang, & Cooke, 2018). From the contingency perspective, our findings suggest a double-edged effect of HPWS on innovation that is dependent on organization-specific contingencies (i.e., employee participation practices and human capital).…”

“…Wright and Boswell (, p. 269) note that “(We) often hear of organizations that attempted to copy an HR practice or set of practices from a successful organization, only to find that the copied practices did not result in the same beneficial outcomes.” Indeed, the findings of Andreeva, Vanhala, Sergeeva, Ritala, and Kianto (), Lopez‐Cabrales et al (), and Zatzick and Iverson () do not support the “best practice” assertion. In the current literature, the negative influences of HPWS are understudied, and it is unclear what constrains HPWS's effectiveness (Chen, Jiang, Tang, & Cooke, ). From the contingency perspective, our findings suggest a double‐edged effect of HPWS on innovation that is dependent on organization‐specific contingencies (i.e., employee participation practices and human capital).…”

Exploring the predictor of innovative teaching using the job demands-resources model

“…If the lecturer loses space and time to think, they will be less innovative. Supporting this assumption, previous studies revealed that the role conflict is negatively related to employee innovative work behaviours [19][20][21]. Further, the increased workload will decrease the innovation potential of employees [22].…”

“…This is in line with the findings of previous studies. Role conflict has a negative effect on employees' innovative behaviour [19][20][21][22].…”

High commitment work system and firm performance: impact of psychological capital and environmental uncertainty

“…Wei and Lau (2010) argue that although there are subtle differences, the basic theme underlying these labels is similar: employees are viewed as valuable assets that firms can use to achieve a competitive advantage, and many authors use these labels interchangeably (Chen et al. 2018). We use the term ‘high commitment work system’ (HCWS).…”