Human Resource Management Practices And Organizational Innovation: An Empirical Study In Malaysia

Ling, Tan Cheng; Nasurdin, Aizzat Mohd.

doi:10.19030/jabr.v26i4.311

Cited by 64 publications

(45 citation statements)

References 38 publications

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“…The basic role of HRM is to get talented individuals who own the essential skills, proficiency, and readiness to work with joint-ventures. Furthermore, the compensation system has an important part in motivating employee to develop work which enables employees to take part in the organisation (Hewitt-dundas, 2006 Ling and Nasurdin (2010) suggest that the (1) Training had a direct relation with innovative product, innovative procedure, and innovative administration. (2) Performance evaluation had an effect on administrative innovation.…”

Section: Hrm and Innovationmentioning

confidence: 99%

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework

Al-bahussin¹,

El-Garaihy²

2013

IJBM

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The conceptes of human resource management practices, organisational culture, knowledge management, organisational innovation, and organisational performance in the human resource management research field have been implemented. Although the results of literature were significant, no studies were released in order to conduct a study about the function of human resource management practices in intensifying the organisational performance with interfering organisational culture, knowledge management, and organisational innovation. The purpose of this study is to narrow this gap in the research. The study, moreover, attempts to investigate the connections amid organisational culture, knowledge management, and organisational innovation.The research utilizes causality models and suggests a conceptual schema subsequent to a comprehensive analysis of the literature linked to human resource management field. A sample of 203 human resource directors working in large organisations in the Eastern Region of Saudi Arabia is used. The confirmatory factor analysis [CFA] and SEM are used to analyze and approve the proposal of the conceptual schema.The study illustrates that human resource management practices is an important ancestor of organisational culture, knowledge management, and organisational innovation, which have in turn a positive link to organisational performance. The research attempts to draw concentration to some of the elements, playing the function of arbitrator amid human resource management practices and organisational performance. The study is unique because it is initially conducted to urge the impacts of some important related patterns such as human resource management practices, organisational culture, knowledge management and organisational innovation, and organisational performance.

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Section: Hrm and Innovationmentioning

confidence: 99%

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework

Al-bahussin¹,

El-Garaihy²

2013

IJBM

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“…Moreover, with the establishment of the ASEAN (Association of Southeast Asian Nations) Economic Community (ACE) in 2015, the ASEAN region is expected to be the second largest economy in the world by 2050 ( [14] and [15] (p. 2)). Despite the increasing growth of Southeast Asian emerging markets, there are few studies on the role of innovation in firm growth or productivity in Southeast Asian emerging markets [16,17].…”

Section: Introductionmentioning

confidence: 99%

“…Among the ASEAN nations, Indonesia, Malaysia, and Vietnam have taken the spotlight because they have great potential for economic growth. Foreign direct investment (FDI) and the number of global companies entering these countries have shown a steep increase; in terms of the gross domestic products (GDP), Malaysia and Indonesia are included in the top three nations from ASEAN [18]; Vietnam has a big domestic market with around 100 million of the population, a great amount of natural resources, and an inexpensive labor force; and these countries have placed great emphasis on innovation, but their innovation levels are still low [16]. Yet, little research on innovation at the firm level in these countries has been performed [19].…”

Section: Introductionmentioning

confidence: 99%

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Relations between Innovation and Firm Performance of Manufacturing Firms in Southeast Asian Emerging Markets: Empirical Evidence from Indonesia, Malaysia, and Vietnam

Kang

2019

Journal of Open Innovation: Technology, Market, and Complexity

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This study aims to investigate the effects of product and process innovations on manufacturing firm performance in Southeast Asian emerging markets. To this end, using a cross-national sample of 2324 manufacturing firms from the World Bank Enterprise Survey (WBES) dataset of 2015, we test the effects of product and process innovations on the sales growth of manufacturing firms in Vietnam, Malaysia, and Indonesia. This study finds that product innovation is positively related to sales growth while new operating technologies are negatively associated with sales growth. For high-tech firms, product innovation is positively related to sales growth. The findings imply that in Southeast Asian emerging markets, governments and manufacturing firms can enhance performance by investing in product innovation.

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“…Despite of technology collaboration, human resource acknowledge as a backbone to describe firm dynamic capabilities (Leonard-barton 1992) (Eisenhardt & Martin 2000) and sustainable advantage (Cooke 2007). The important of human resources in supporting strategic innovation (Chen & Huang 2009) and organizational innovation (Ling 2010) vastly explored in literature while little systematic research and empirical study on green human resource management (Jackson et al 2011) specially in the Asian based countries (Renwick et al 2013). There is a rich stream of literature which is discussing the relationships of eco innovation culture, green human resource and employees green improvement as initiate by (Daily & Huang 2001) (Govindarajulu & Daily 2004), but this dimensions lack of empirical evidence (Fernandez et al 2003) to describe managerial cultural factors (Pujari 2006) (Linnenluecke & Griffiths 2010) to support Firm's eco innovation efforts and performance.…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

State of the Art of Sustainable Development: An Empirical Evidence from Firm's Resource and Capabilities of Malaysian Automotive Industry

Rashid

Jabar

Yahya

et al. 2015

Procedia - Social and Behavioral Sciences

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In the 21 st century, sustainable development play a pivotal role since the commitment towards sustains competitive advantage broader to triple helix performance. Although manufacturing industry is recognized as the heart of nation development, but it's imposed to the causes of a natural disaster. Thus in the new millennium, eco product innovation became a buzz word to leverage firm's environmental performance, values creation and social development. Firm's resource and capabilities are recognized as a firm's strategic weapons to success on reducing carbon footprint. In a nutshell, Firm's capabilities relies on technology collaboration, green human resource (GHR) and, eco culture, meanwhile, at the heart of resource view, firms embraced formal EMS and top management support as a drivers to attain sustainable development as well as eco product innovation. Sample data was collected from 320 respondents comprised of a Small, Medium (SME) and Large Corporation which derived from an automotive industry in Malaysia due to a progressive commitment towards green initiatives. The proposed model and related hypotheses were tested by using the Structural Equation Modelling (SEM) techniques. To conclude, the proposed factors play an important role on crafting sustainability and eco product innovation efforts. Further, eco product innovation was crucial to mediate the relationship between Green human resource (GHR), technology collaboration and formal EMS to realised sustainable development

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Human Resource Management Practices And Organizational Innovation: An Empirical Study In Malaysia

Abstract: ABSTRACT

Cited by 64 publications

References 38 publications

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework

The Impact of Human Resource Management Practices, Organisational Culture, Organisational Innovation and Knowledge Management on Organisational Performance in Large Saudi Organisations: Structural Equation Modeling With Conceptual Framework

Relations between Innovation and Firm Performance of Manufacturing Firms in Southeast Asian Emerging Markets: Empirical Evidence from Indonesia, Malaysia, and Vietnam

State of the Art of Sustainable Development: An Empirical Evidence from Firm's Resource and Capabilities of Malaysian Automotive Industry

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