Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Wallo, Andreas; Kock, Henrik; Nilsson, Peter

doi:10.1504/ijhrdm.2016.075375

Cited by 10 publications

(6 citation statements)

References 110 publications

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“…Related to this, investments in skills of employees complement innovation and its results. In fact, HR function should encourage a continuous flow of competences within and out of the organization, trying to develop new competences for job positions and developing new abilities that expand a learning attitude inside the organization (Wallo et al, 2016). Thus, exploration provides knowledge that is useful for completely new products and services, that is, radical changes (Alpkan et al, 2012).…”

Section: Learning and Incremental And Radical Innovationmentioning

confidence: 99%

Exploring the mediating effects between transformational leadership and organizational performance

2018

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Purpose The purpose of this paper is to study the possible mediating mechanisms (human resource management (HRM), learning and innovation) that could exist in the relationship between transformational leadership and organizational performance. This topic has been studied only by a few groups of researchers and these researchers have not analyzed all these concepts jointly. Design/methodology/approach This research explores the relationships using partial least squares with data from 200 Spanish industrial companies. Analyzing the mentioned relationships in the Spanish context has been done by few researchers before. Findings The study reveals that the adoption of transformational leadership styles improves performance when specific systems of HRM practices, learning and innovation are developed in an organization. Originality/value This study, therefore, contributes to the understanding of the link between transformational leaders and performance by proposing a model in which it is evinced that this leadership style produces synergies between HRM, learning and innovation, which in the end, affect performance.

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Section: Learning and Incremental And Radical Innovationmentioning

confidence: 99%

Exploring the mediating effects between transformational leadership and organizational performance

2018

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“…Recently, various articles have taken stock of the academic HRM literature regarding innovation. BosNehles et al 2017, Seeck and Diehl (2017), Laursen and Foss (2014), Lin & Sanders (2017), Do nate et al 2016, Andreeva et al (2017), Prus et al (2017), Florén et al (2014), Veenendaal et al (2014), and Wallo et al (2016) are notable publica tions. Together, they provide a good overview of HRM studies with respect to innovation.…”

Section: Literature Reviewmentioning

confidence: 99%

The Role of HRM in Fostering Innovation: a Case Study of a Dutch Technical Company

Nientied¹,

Slob-Winterink²

2018

DRMJ

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This article discusses the relation between Human Resource Management (HRM) and innovation. Through a case study, indepth information is collected that may give new insight into how HRM can influence innovation. The case study is a Dutch technical company, a Dutch branch of a German global corporation. It delivers innovative customer solutions in factory automation. The guiding question for the study was "Which HRM practices are important to foster innovation and which HRM practices should receive more attention to achieve the company's innovation ambitions?" A small questionnaire survey structured along the AMO model (abilities, motivation, and opportunities) and comple mentary interviews were conducted. The results show that the company's HRM has most AMO factors in place, but improvements can be made in crossdepartmental teamwork based on team targets instead of individual tasks; these improvements include more facilitated interactions between teams, less focus on quantitative performance standards, and moreflexible organizational procedures and more employee autonomy. The case study indicates that a contin gency approach is more appropriate than searching for generalizations of the influence of HRM on innovation and that human resource development/organizational development may be more relevant than working with HRM models such as AMO.

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“…As stated, empirically-based research is greatly lacking in regard to how public sectors work to set up different types of innovation support-and when it comes to how they go about supporting employee-driven innovation, the amount of research is even more scarce (Wihlman et al, 2016). However, Wallo et al (2016) and the OECD ( 2017) provide an interesting take on increasing innovation capacity in public sector organisations through HRM practices. In a study from 2017, the OECD explored how human resource management (HRM) practices can affect organisational innovation capacity, hence making it possible to view HRM practices as a potential type of innovation support.…”

Section: Innovation Support and Innovation Capacity In Public Sector ...mentioning

confidence: 99%

Employee-driven innovation in the public sector : At the intersection of innovation support and workplace conditions

Lidman

2023

Linköping Studies in Behavioural Science

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The overall aim of this thesis is to contribute knowledge about employee-driven innovation (EDI), with a particular focus on conditions in the workplace when innovation support is introduced in municipal contexts. The thesis is based on 23 qualitative interviews with managers, employees, and innovation coaches from three municipal sites in Sweden where innovation support has been implemented. The four included studies examine how innovation support is set up, what role first-line managers play, what drives employees to engage in EDI, and the outcomes of innovation work in the studied cases.The thesis' results show how innovation support was set up as parallel structures operating independently from regular municipal operations, which made it difficult for employees and managers to connect and integrate innovation work with everyday work. Furthermore, the results show how the studied municipalities did not define clear objectives for working with innovation, which in turn resulted in a multitude of inextricably linked negative effects for the innovation support operations, the managers, the employees, and the outcome of the innovation work. In addition, the study results demonstrate the importance of providing rich environments for learning and innovation in the workplace, to consider and support employee engagement in public sector innovation and to support the entire innovation process, including the implementation phase.The first conclusion drawn is that employee-driven innovation work happens at the intersection of innovation support and current workplace conditions. This implies that support measures need to be integrated into employees' everyday work to create favourable conditions for EDI. The second conclusion is that it is imperative for municipal organisations intending to support EDI to define objectives for working with innovation and to anchor and communicate these objectives throughout the organisation.

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Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Cited by 10 publications

References 110 publications

Exploring the mediating effects between transformational leadership and organizational performance

Exploring the mediating effects between transformational leadership and organizational performance

The Role of HRM in Fostering Innovation: a Case Study of a Dutch Technical Company

Employee-driven innovation in the public sector : At the intersection of innovation support and workplace conditions

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Setting the stage for innovation: towards a conceptual model of the HR-innovation link

Cited by 10 publications

References 110 publications

Exploring the mediating effects between transformational leadership and organizational performance

Exploring the mediating effects between transformational leadership and organizational performance

The Role of HRM in Fostering Innovation:­ a Case Study of a Dutch Technical Company

Employee-driven innovation in the public sector : At the intersection of innovation support and workplace conditions

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Product

Resources

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The Role of HRM in Fostering Innovation: a Case Study of a Dutch Technical Company