Arvanitis, SpyrosSpyrosArvanitisSeliger, FlorianFlorianSeligerStucki, TobiasTobiasStucki2024-11-192024-11-1920161043-859910.24451/arbor.79https://doi.org/10.24451/arbor.7910.1080/10438599.2016.1158533https://arbor.bfh.ch/handle/arbor/37524Human 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.enHuman resource managementworkplace organizationinnovation performancecumulative effectsarticle