The relative importance of human resource management practices for innovation

Arvanitis, Spyros; Seliger, Florian; Stucki, Tobias (2016). The relative importance of human resource management practices for innovation Economics of Innovation and New Technology, 25(8), pp. 769-800. Routledge Taylor & Francis Group 10.1080/10438599.2016.1158533

Text Arvanitis, Seliger, Stucki - 2016 - The relative importance of human resource management practices for innovation.pdf - Published Version Restricted to registered users only Available under License Publisher holds Copyright. Download (2MB) | Request a copy

Human resource management (HRM) practices are generally expected to stimulate a firm's innovation performance. However, which of these practices really pay off? Based on a unique dataset that includes detailed information for both a firm's innovation activities and a broad set of HRM practices, we find that primarily new workplace organization practices seem to enhance a firm's innovation activities. Flexible practices of working time management and incentive payment schemes show only small effects on both innovation propensity and innovation success. Further training does only affect innovation success, but not innovation propensity. Overall, we find a stronger linkage between HRM practices and innovation propensity than with innovation success. Further, we find that innovation propensity increases, first, with the number of combinations of HRM practices adopted by a firm but not with the number of combinations of HRM practices from different groups of HRM practices adopted by a firm.

Item Type:	Journal Article (Original Article)
Division/Institute:	Business School > Institute for Sustainable Business Business School
Name:	Arvanitis, Spyros; Seliger, Florian and Stucki, Tobias0000-0002-2400-0107
ISSN:	1043-8599
Publisher:	Routledge Taylor & Francis Group
Language:	English
Submitter:	Tobias Stucki
Date Deposited:	29 Jan 2019 14:31
Last Modified:	18 Dec 2020 13:27
Publisher DOI:	10.1080/10438599.2016.1158533
Uncontrolled Keywords:	Human resource management, workplace organization, innovation performance, cumulative effects
ARBOR DOI:	10.24451/arbor.79
URI:	https://arbor.bfh.ch/id/eprint/79