HRM and innovation: a multi-level organisational learning perspective

被引：49

作者：

Lin, Cai-Hui ^{[1
]}

Sanders, Karin ^{[2
]}

机构：

[1] Queens Univ Belfast, Queens Management Sch, Room 02-006,Riddel Hall,185 Stranmillis Rd, Belfast BT9 5EE, Antrim, North Ireland

[2] Univ New South Wales, UNSW Business Sch, Sydney, NSW, Australia

来源：

HUMAN RESOURCE MANAGEMENT JOURNAL | 2017年 / 27卷 / 02期

关键词：

HRM practices; innovation; organisational learning; multi-level; HUMAN-RESOURCE MANAGEMENT; DYNAMIC CAPABILITIES; ABSORPTIVE-CAPACITY; CEO COMPENSATION; TEAM INNOVATION; MODERATING ROLE; MEDIATING ROLE; PERFORMANCE; CREATIVITY; FRAMEWORK;

D O I：

10.1111/1748-8583.12127

中图分类号：

F24 [劳动经济];

学科分类号：

020106 ; 020207 ; 1202 ; 120202 ;

摘要：

Drawing on the 4I organisational learning framework, this article develops a model to explain the multi-level and cross-level relationships between HRM practices and innovation. Individual-, team- and organisational-level learning stocks are theorised to explain how HRM practices affect innovation at a given level. Feed-forward and feedback learning flows explain how cross-level effects of HRM practices on innovation take place. In addition, we propose that HRM practices fostering individual-, team- and organisational-level learning should form a coherent system to facilitate the emergence of innovation. The article is concluded with discussions on its contributions and potential future research directions.

引用

页码：300 / 317

页数：18

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