Internal Commitment or External Collaboration? The Impact of Human Resource Management Systems on Firm Innovation and Performance

Zhou, Yu; Hong, Ying; Liu, Jun

doi:10.1002/hrm.21527

Cited by 142 publications

(149 citation statements)

References 150 publications

(203 reference statements)

Supporting

Mentioning

142

Contrasting

Unclassified

Order By: Relevance

“…The principal investigator (PI) and co-PI utilized the information gathered from this fieldwork to improve the protocols. Both confirmatory factor analysis and Cronbach's alpha indicate that measurement validity and reliability of the indices were satisfactory (see Appendix; Wei & Lau, 2010;Zhou, Hong, & Liu, 2013).…”

Section: Methodsmentioning

confidence: 99%

“…The models were tested using hierarchical regression analyses (Boslie, 2010;Hartley et al, 2007;Iverson & Zatick, 2011;Kwon, Bae, & Lawler, 2010;Messersmith & Guthrie, 2010;Messersmith &Wales, 2011;Way, 2002;Wei & Lau, 2010;Zhou, Hong, & Liu, 2013). The tests were based on changes in the level of explained variance before and after the HPWPs were added to the model.…”

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Selden

Sowa

2015

Human Service Organizations Management, Leadership & Govern

View full text Add to dashboard Cite

Voluntary turnover in nonprofits can present a significant cost, reducing the performance of a nonprofit and challenging its sustainability over time. This study examines voluntary turnover in a sample of human service (HS) nonprofit organizations in eight states, exploring the relationship between the implementation of high performance work practices (HPWP) and voluntary turnover. The findings demonstrate that certain HPWPs, including onboarding, leadership development, compensation, and employee relations, are associated with lower voluntary turnover. The results suggest that human service nonprofits seeking to improve retention should invest more time and resources in developing employees as future leaders and cultivating a positive working environment.

show abstract

Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Selden

Sowa

2015

Human Service Organizations Management, Leadership & Govern

View full text Add to dashboard Cite

show abstract

“…Other innovation boundaries are virtualmediated by ICTs (Ashurst et al, 2012). Managing contextual challenges requires adaptability (Thongpapanl et al, 2012;Weigelt and Sarkar, 2012), adaptive management (Moellenkamp et al, 2010), environmental dynamism and embeddedness, as well as access to organisational capital, human capital (Zhou et al, 2013), social capital and the more political and institutional roles of global institutions (Schemeil, 2013). However, it is less clear who plays which roles to span and mobilise multi-dimensional contextual boundaries (Gupta et al, 2006;Nosella et al, 2012).…”

Section: Journal On Chain and Network Science 15 (2015)mentioning

confidence: 99%

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

Perdomo

Farrow²,

Trienekens

et al. 2016

Journ. Chain and Network Sc.

View full text Add to dashboard Cite

The Sub-Saharan African smallholder agricultural sector faces multiple and usually complex challenges, which can potentially be overcome by collective action. Smallholder farmers and other value chain stakeholders can tackle temporal, structural and contextual challenges by joining multi-level innovation networks to benefit collectively from shared information, knowledge, improved capacities and economies of scale in a process of innovation. Ambidexterity is a capability of innovation networks to balance exploration and exploitation dynamics in an innovation process, and is applicable at multiple levels: individuals, leaders, champions, teams and clusters. In the paradigm of open innovation, these levels become intertwined in hybrid social structures of innovation netchains. The objective of this paper is to describe the roles and identify the stakeholders that play those roles in an innovation process. We present case studies on farmer groups who participate in collective action and we compare multi-stakeholder platforms with other configurations of actors that tackle challenges in potato netchains in three Sub-Saharan African countries. We track and analyse innovation trajectories for six cases adapting netchain analysis techniques linking roles with the challenges faced at particular stages of each innovation trajectory. We find three management designs for fostering exploration and exploitation: (1) exploratory or exploitative management designs for small innovation networks; (2) exploitative management designs for larger networks; and (3) ambidextrous management designs for multi-stakeholder networks. Traditional roles played by managers are identified to manage exploration and exploitation in an ambidextrous way, but also evidence of roles of civil society actors facilitating collective action for the emergence of multi-stakeholder cooperatives. Since ambidexterity is about dynamism, we identified three types of mobility to be fostered when tackling challenges in an innovation process: (1) mobility-dynamism of the innovation process over time; (2) structural-knowledge mobility in innovation networks; and (3) boundary mobility.

show abstract

“…The systematic literature review by Seeck and Diehl (2016) indicated the importance of HCWSs for innovation, and our review comes to a similar conclusion for HCWPs and IWB. Zhou et al (2013) argued that a high-commitment philosophy is beneficial in achieving innovation outcomes because practices such as employment security establish employees' psychological commitment to the organisation and motivate employees to take risks.…”

mentioning

confidence: 99%

HRM and innovative work behaviour: a systematic literature review

2017

View full text Add to dashboard Cite

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.

show abstract

Internal Commitment or External Collaboration? The Impact of Human Resource Management Systems on Firm Innovation and Performance

Cited by 142 publications

References 150 publications

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices

Stakeholder roles for fostering ambidexterity in Sub-Saharan African agricultural netchains for the emergence of multi-stakeholder cooperatives

HRM and innovative work behaviour: a systematic literature review

Contact Info

Product

Resources

About