Human Resource Systems, Employee Creativity, and Firm Innovation: The Moderating Role of Firm Ownership

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

“…HPWS, which generally refers to a set of HR practices designed to enhance employees' skills, commitment, and productivity (Datta, Guthrie, & Wright, ), play an important role in facilitating organizational innovation because this is largely determined by a firm's ability to manage knowledge and motivate employees to engage in the innovation process (Jiang et al, ; Smith, Collins, & Clark, ). HPWS benefit innovation by developing employees' knowledge and motivating them to apply knowledge to creative activities (Liu et al, ). For example, rigorous recruitment and selection are intended to ensure that employees have the knowledge needed to perform creative activities.…”

“…With participation platforms, employees are more likely to gain approval, support, and resources for creative ideas by speaking up or exerting influence on management. Particularly in China, where public participation is regarded as an important facilitator of innovation by the government, HPWS and employee participation practices are implemented by organizations to stimulate employees' contribution to organizational innovation (e.g., Kesting et al, ; Liu et al, ; Zhang & Bartol, ). Thus, joint consideration of HPWS and employee participation is meaningful and critical, especially in the Chinese context.…”

Work–family spillover and crossover effects of authentic leadership in China

“…As creativity is a critical job performance indicator (Ng and Feldman ), and as aggregate employee creativity facilitates firm innovation (Liu et al. ), identifying a way to enhance romantic love is important and timely. Second, because love is one type of basic psychological need, romantic love can represent a secure relationship and enhance one's sense of attachment security (Hazan and Shaver ).…”

Editorial overview: HRM and innovation — a multi‐level perspective

“…HRM's muted voice may be because, with some exceptions ( e.g. Liu et al , ), scholars have steered away from cross and multi‐level perspectives. This means that there are still many questions about the effect of top‐down influences on employee creativity and innovation, as well as any role that HRM might play in eliciting innovation from the bottom up.…”

“…Turning to our third theme, it seems that for innovation, specific HR practices , or combinations of practices , are more important than others. Indeed, recent research shows that configurations of HRM practices – those which are maintenance as opposed to performance‐oriented – have a stronger influence on employee creativity in privately rather than publicly owned corporations in China (Liu et al , ). A connecting thread in the SI concerns whether HRM practices might in certain circumstances impede, rather than enable, innovation, and indeed, whether it is possible to over‐manage innovation through specifying outcomes in unambiguous terms.…”