The adoption of high‐involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach

Ciavarella, Mark A.

doi:10.1002/hrm.10094

Cited by 53 publications

(48 citation statements)

References 63 publications

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“…As explained by Collins and Smith (2006), this strategic view of human resource management emphasizes that companies can implement a variety of HR practices that motivate employees to contribute to firm performance -including innovationby aligning their interests with those of the firm (Tsui et al, 1997Ciavarella, 2003Huselid, 1995).…”

Section: Employee Involvement and The Strategic View Of Human Resourcmentioning

confidence: 99%

Small firm innovation performance and employee involvement

2014

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. http://ftp.zew.de/pub/zew-docs/dp/dp12013.pdf Die Dis cus si on Pape rs die nen einer mög lichst schnel len Ver brei tung von neue ren For schungs arbei ten des ZEW. Die Bei trä ge lie gen in allei ni ger Ver ant wor tung der Auto ren und stel len nicht not wen di ger wei se die Mei nung des ZEW dar. Terms of use: Documents inDis cus si on Papers are inten ded to make results of ZEW research prompt ly avai la ble to other eco no mists in order to encou ra ge dis cus si on and sug gesti ons for revi si ons. The aut hors are sole ly respon si ble for the con tents which do not neces sa ri ly repre sent the opi ni on of the ZEW. Non-technical SummaryIt is known that small firms rely mainly on the CEO's individual knowledge for developing innovations (Burton, 2001;Cook, 1999 CEOs' and top managers' human capital and small firms' innovative performance, the role of non-managerial employees for innovation performance has only been studied in large firms.This paper therefore analyzes to which extent using CEOs', managers' and non-managerial employees ideas affects small firms' innovation performance.It relies on a large-scale survey dataset of 305 small manufacturing and service firms. Firstly, we confirm earlier findings that few small firms involve non-managerial employees in the innovation process. Secondly, we show that using ideas of managers, but also of non-managerial employees positively affects the firm's innovative performance. Thirdly, we find that individuals' contributions depend on their functional area of expertise as well as on whether process or product innovation performance is desired.Our findings suggest that the historical focus on the entrepreneur/CEO which was broadened more recently to the study of entrepreneurial teamsdoes not yet fully capture small firms' innovative potential. Small firms' CEOs should involve employees in the innovation process, instead of relying solely on their own actions and ideas. However, functional differences as well as differences between product and process innovation need to be taken into account when doing so. Das Wichtigste in Kürze (Summary in German)Innovationen in kleinen Unternehmen basieren häufig ausschließlich auf den Kenntnissen des Geschäftsführers (Burton, 2001;Cook, 1999 AbstractIt is known that small firms rely mainly on the CEO's individual knowledge for developing innovations. Recent work suggests that this approach is inefficient since it underutilizes other employees' knowledge. We study t...

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Section: Employee Involvement and The Strategic View Of Human Resourcmentioning

confidence: 99%

Small firm innovation performance and employee involvement

2014

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Section: Employee Involvement and The Strategic View Of Human Resourcmentioning

confidence: 99%

Small Firm Innovation Performance and Employee Involvement

Andries

Czarnitzki

2012

SSRN Journal

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Die Dis cus si on Pape rs die nen einer mög lichst schnel len Ver brei tung von neue ren For schungs arbei ten des ZEW. Die Bei trä ge lie gen in allei ni ger Ver ant wor tung der Auto ren und stel len nicht not wen di ger wei se die Mei nung des ZEW dar.Dis cus si on Papers are inten ded to make results of ZEW research prompt ly avai la ble to other eco no mists in order to encou ra ge dis cus si on and sug gesti ons for revi si ons. The aut hors are sole ly respon si ble for the con tents which do not neces sa ri ly repre sent the opi ni on of the ZEW. Non-technical SummaryIt is known that small firms rely mainly on the CEO's individual knowledge for developing innovations (Burton, 2001;Cook, 1999 This paper therefore analyzes to which extent using CEOs', managers' and non-managerial employees ideas affects small firms' innovation performance.It relies on a large-scale survey dataset of 305 small manufacturing and service firms. Firstly, we confirm earlier findings that few small firms involve non-managerial employees in the innovation process. Secondly, we show that using ideas of managers, but also of non-managerial employees positively affects the firm's innovative performance. Thirdly, we find that individuals' contributions depend on their functional area of expertise as well as on whether process or product innovation performance is desired.Our findings suggest that the historical focus on the entrepreneur/CEO which was broadened more recently to the study of entrepreneurial teamsdoes not yet fully capture small firms' innovative potential. Small firms' CEOs should involve employees in the innovation process, instead of relying solely on their own actions and ideas. However, functional differences as well as differences between product and process innovation need to be taken into account when doing so. Das Wichtigste in Kürze (Summary in German)Innovationen in kleinen Unternehmen basieren häufig ausschließlich auf den Kenntnissen des Geschäftsführers (Burton, 2001;Cook, 1999 AbstractIt is known that small firms rely mainly on the CEO's individual knowledge for developing innovations. Recent work suggests that this approach is inefficient since it underutilizes other employees' knowledge. We study to which extent using CEOs, managers and non-managerial employees' ideas enhances small firms' innovation performance. A Heckman selection model on 305 small firms shows that not only CEO's and managers', but also non-managerial employees' ideas contribute to innovation performance. However, contributions depend heavily on the individuals' area of expertise and on whether product or process innovation is desired. Our findings enrich the current view on the entrepreneurial team, but also warn against the implementation of one-size-fits-all employee involvement programs in small firms.

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“…As práticas, a este nível, correspondem a um conjunto de ferramentas e de instrumentos que fazem parte de um sistema de gestão das pessoas que procure analisar e potenciar as habilidades dos trabalhadores, os seus conhecimentos e a sua experiência, e remetem para o que alguns autores denominam por Práticas de Trabalho de Elevado Desempenho (Becker, Huselid, Ulrich, 2001;Ciavarella, 2003;Pil e MacDuffie, 1996).…”

Section: A Gestão Estratégica De Quadros: As «Práticas De Trabalho Deunclassified

Gestão estratégica de Quadros: as «práticas de trabalho de elevado desempenho»

Cordeiro¹

2014

iirh

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ResumoEsta comunicação reflecte sobre a gestão estratégica de quadros. O objectivo geral do estudo é analisar as inter-relações entre as «práticas de trabalho de elevado desempenho» (Becker, Huselid, Ulrich, 2001; Pil e MacDuffie, 1996) e as estratégias empresariais. O objecto central do estudo são as empresas do sector de componentes para automóvel, nomeadamente os seus quadros superiores (QS). A técnica de investigação utilizada foi o inquérito por questionário, ao qual responderam 72 empresas do sector de componentes para automóvel. Os resultados indicam que a diferente conjugação das dimensões definidoras da gestão estratégica de quadros (participação/acesso à informação, segurança no emprego, formação profissional, gestão de carreiras e gestão das remunerações), está na base de dois modelos contrastantes, a saber: um que inclui as empresas com estratégia assente na "inovação" e na "qualidade" e outro que inclui as empresas com estratégia assente nos "baixos custos". Concluímos que as empresas, ao possuírem diferentes estratégias de negócio, possuem também diferentes formas de preconizar essas mesmas estratégias, as quais sustentam e são sustentadas por diferentes práticas de trabalho de elevado desempenho, num processo de retroalimentação mútua. Este estudo contribui para uma melhor compreensão da teoria envolvendo as estratégias empresariais e a gestão de quadros, permitindo aprofundar a compreensão sobre as práticas de trabalho de elevado desempenho e aperfeiçoar o processo de planeamento dos sistemas de gestão de quadros nas empresas. Palavras chave: Gestão Estratégica de Quadros, Práticas de Trabalho de Elevado Desempenho, Sector de Componentes para Automóvel IntroduçãoUma das fontes de vantagem competitiva mais importante refere-se à capacidade e/ou à habilidade da organização para gerir os seus quadros. É um facto que as empresas têm alterado significativamente o modo como gerem os seus quadros, preconizando práticas de gestão estratégica centradas na valorização do factor humano -e.g. gestão estratégica dos recursos humanos (Bilhim, 2004).A definição do modelo de gestão pressupõe, assim, que a empresa pense e decida, em cada momento do seu ciclo de vida, sobre as estratégias (onde se incluem os objectivos das empresas) que lhe permita alcançar os objectivos definidos, bem como as práticas de gestão dos recursos humanos que lhe estão associadas, num processo de retroalimentação mútua. Dado que a qualificação dos recursos humanos de uma entidade é um dos maiores garantes de sucesso do

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The adoption of high‐involvement practices and processes in emergent and developing firms: A descriptive and prescriptive approach

Cited by 53 publications

References 63 publications

Small firm innovation performance and employee involvement

Small firm innovation performance and employee involvement

Small Firm Innovation Performance and Employee Involvement

Gestão estratégica de Quadros: as «práticas de trabalho de elevado desempenho»

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