HRM and innovative work behaviour: a systematic literature review
TL;DR: In this article, the authors conducted a content analysis on 27 peer-reviewed journal articles 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 practice and IWB.
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Abstract: 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.
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The threat of organizational downsizing on the innovative propensity of R&D professionals
Michael Bommer,David S. Jalajas +1 more
TL;DR: In this paper, four antecedent variables of individual innovation are identified: a willingness to take risks, willingness to make suggestions, the degree to which one is motivated by the job, and the degree of fear. And the results of their study revealed that these threats have a significant effect on all four factors in a direction which is detrimental to the propensity of R&D professionals to be innovative.
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HRM and innovation: a multi-level organisational learning perspective
TL;DR: In this paper, the authors developed a model to explain the multi-level and cross-level relationships between HRM practices and innovation, and proposed that HRM practice fostering individual-, team- and organisational-level learning should form a coherent system to facilitate the emergence of innovation.
Job Design and Innovative Work Behavior: One Size Does Not Fit All Types of Employees
TL;DR: In this article, the authors used the Job Demands-Resources (JD-R) model of Bakker & Demerouti (2007) to distinguish between blue-and white-collar employees.