HRM and innovative work behaviour: a systematic literature review

Abstract

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.*Related content and download information correct at time of download. Purpose -Although we know that HRM practices can have a huge impact on employees' innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach -Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings -Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications -The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value -A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

Information sharing and innovative work behavior: The role of work‐based learning, challenging tasks, and organizational commitment

“…Specifically, our study reveals that the relationships between learning processes and innovative work behavior are at least partially explained by organizational commitment and challenging tasks, suggesting that the process that links learning to innovative behavior is complex. While learning can be considered an important factor that helps develop innovative work behavior (Bos‐Nehles et al, ), both the understanding of, and attachment to, the organization's goals, and the redefinition of one's job into a broader, challenging work, are needed for this influence to materialize. On the other hand, learning processes are facilitated when employees perceive the organizational context as being characterized by the implementation of information sharing practices as a formal HRM practice.…”

“…However, only a few empirical studies have focused on the relationship between HRM practices and innovation, and very few addressed innovative work behavior (Bos‐Nehles, Renkema, & Janssen, ; Laursen & Foss, ; Shipton et al, , ). Bos‐Nehles et al () noted that knowledge about how innovation can be promoted at the individual level is scarce. Still, organizations likely become more innovative when they encourage employees to adopt innovative behaviors (Agarwal, ).…”

“…Following Jiang et al (; see also Jiang, Takeuchi, & Lepak, ), HRM practices fall in three groups: ability‐enhancing, motivation‐enhancing, and opportunity‐enhancing practices. Among ability‐enhancing practices, training and development (Dorenbosch, Van Engen, & Verhagen, ), challenging tasks and training and development (Ong, Wan, & Chang, ), knowledge management (Pratoom & Savatsomboon, ), and knowledge resources and knowledge transfer (Zhang & Begley, ) have been studied as potential antecedents to innovative behavior (Bos‐Nehles et al, ). Yet, only knowledge management (Pratoom & Savatsomboon, ) has been found to be related to innovative behavior.…”

Knowledge sharing and innovative work behavior: The case of Vietnam

“…Innovative work behavior is defined as the behavior of employees to create, introduce and apply new ideas intentionally at work, a group or an organization that contributes to performance (Janssen, 2000). This behavior is intentional behavior of individuals to create and implement new and useful ideas to benefit individuals, groups or organizations (Bos-Nehles, 2017). It is also a process for creating new problem-solving applications that begin with problem identification, finding and implementing organizational solutions (Turgut & Beğenirbaş, 2013).…”

Psychological capital and self‐reported employee creativity: The moderating role of supervisor support and job characteristics

“…Given that existing research has shown that supervisors influence followers' interpretation of their personal benefits with regard to creative outcomes (e.g., Shin & Zhou, 2003), we propose that SSC augments the association between PsyCap and creativity. Second, despite the research evidence that employee (creative) outcomes vary based on job characteristics (e.g., Bos-Nehles, Renkema, & Janssen, 2017;Spector & Jex, 1991;Wang, Tsai, & Tsai, 2014), the majority of studies focused on one dimension of job characteristics (e.g., autonomy) without considering all the dimensions (e.g., Wang & Cheng, 2010). Indeed, job characteristics, as an overall construct, can trigger greater motivation for creativity among employees (Chang, Jia, Takeuchi, & Cai, 2014;Shalley, Gilson, & Blum, 2009;Tierney & Farmer, 2004) because it fully enables employees to use their resources to pursue various creative ideas (Shalley & Gilson, 2004).…”