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Persistent innovation and the role of human resource management practices, work organization, and strategy

Published online by Cambridge University Press:  02 March 2016

James Chowhan ,
Fred Pries  and
Sara Mann
James Chowhan*
Affiliation:
DeGroote School of Business, McMaster University, Hamilton, ON, Canada
Fred Pries
Affiliation:
Department of Management, University of Guelph, Guelph, ON, Canada
Sara Mann
Affiliation:
Strategic Human Resources Management, Department of Management, University of Guelph, Guelph, ON, Canada
*
Corresponding author: chowhan@mcmaster.ca
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Abstract

This study makes a theoretical contribution by taking a persistent characteristics approach to explore the relationship between human resource management practices and innovation outcomes at the workplace-level. Innovators are categorized by the degree to which they are successful at achieving new product/processes and/or improved product/processes outcomes year over year. The human resource management practices explored include the use of highly qualified personnel, and skill-enhancing, motivation-enhancing, and opportunity-enhancing sub-bundles of practices. Further, work organization practices are also explored including integration and collaboration, introduction of organizational changes, and the use of technology. The findings indicate workplaces that set strategic goals related to innovation, that motivate their employees, that create opportunity for their employees to act, and that make greater use of technology tend to be more persistent innovators. These findings can contribute to the development of government policy, which seeks to improve innovation performance outcomes.

Keywords

innovationtechnologyskillmotivationopportunity
Type
Research Article
Information
Journal of Management & Organization , Volume 23 , Issue 3 , May 2017 , pp. 456 - 471
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2016 

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