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  • AAM 2016 HRMJ HRM and Innovation Looking across levels

    Rights statement: This is the peer reviewed version of the following article: Shipton, H., Sparrow, P., Budhwar, P., and Brown, A. (2017) HRM and innovation: looking across levels. Human Resource Management Journal, 27: 246–263. doi: 10.1111/1748-8583.12102 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12102/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

    Accepted author manuscript, 2.5 MB, PDF document

    Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License

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Human Resource Management, Innovation and Performance: Looking across levels

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Human Resource Management, Innovation and Performance: Looking across levels. / Shipton, Helen; Sparrow, Paul Ronald; Budhwar, Pawan et al.
In: Human Resource Management Journal, Vol. 27, No. 2, 04.2017, p. 246-263.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Shipton, H, Sparrow, PR, Budhwar, P & Brown, A 2017, 'Human Resource Management, Innovation and Performance: Looking across levels', Human Resource Management Journal, vol. 27, no. 2, pp. 246-263. https://doi.org/10.1111/1748-8583.12102

APA

Shipton, H., Sparrow, P. R., Budhwar, P., & Brown, A. (2017). Human Resource Management, Innovation and Performance: Looking across levels. Human Resource Management Journal, 27(2), 246-263. https://doi.org/10.1111/1748-8583.12102

Vancouver

Shipton H, Sparrow PR, Budhwar P, Brown A. Human Resource Management, Innovation and Performance: Looking across levels. Human Resource Management Journal. 2017 Apr;27(2):246-263. Epub 2017 Apr 6. doi: 10.1111/1748-8583.12102

Author

Shipton, Helen ; Sparrow, Paul Ronald ; Budhwar, Pawan et al. / Human Resource Management, Innovation and Performance: Looking across levels. In: Human Resource Management Journal. 2017 ; Vol. 27, No. 2. pp. 246-263.

Bibtex

@article{94cdf37fb3784d76a6bcfafdab0776f2,
title = "Human Resource Management, Innovation and Performance:: Looking across levels",
abstract = "Studies are starting to explore the role of HRM in fostering organizational innovation but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM{\textquoteright}s role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees{\textquoteright} innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are three-fold: to bring out the effect of two discrete HRM configurations- one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organizational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation.",
keywords = "HRM Configurations, Innovative behaviour, Institutional theory",
author = "Helen Shipton and Sparrow, {Paul Ronald} and Pawan Budhwar and Alan Brown",
note = "This is the peer reviewed version of the following article: Shipton, H., Sparrow, P., Budhwar, P., and Brown, A. (2017) HRM and innovation: looking across levels. Human Resource Management Journal, 27: 246–263. doi: 10.1111/1748-8583.12102 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12102/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.",
year = "2017",
month = apr,
doi = "10.1111/1748-8583.12102",
language = "English",
volume = "27",
pages = "246--263",
journal = "Human Resource Management Journal",
issn = "0954-5395",
publisher = "Wiley-Blackwell",
number = "2",

}

RIS

TY - JOUR

T1 - Human Resource Management, Innovation and Performance:

T2 - Looking across levels

AU - Shipton, Helen

AU - Sparrow, Paul Ronald

AU - Budhwar, Pawan

AU - Brown, Alan

N1 - This is the peer reviewed version of the following article: Shipton, H., Sparrow, P., Budhwar, P., and Brown, A. (2017) HRM and innovation: looking across levels. Human Resource Management Journal, 27: 246–263. doi: 10.1111/1748-8583.12102 which has been published in final form at http://onlinelibrary.wiley.com/doi/10.1111/1748-8583.12102/abstract This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.

PY - 2017/4

Y1 - 2017/4

N2 - Studies are starting to explore the role of HRM in fostering organizational innovation but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM’s role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees’ innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are three-fold: to bring out the effect of two discrete HRM configurations- one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organizational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation.

AB - Studies are starting to explore the role of HRM in fostering organizational innovation but empirical evidence remains contradictory and theory fragmented. This is partly because extant literature by and large adopts a unitary level of analysis, rather than reflecting on the multi-level demands that innovation presents. Building on an emergent literature focused on HRM’s role in shaping innovation, we shed light on the question of whether, and how, HRM might influence employees’ innovative behaviours in the direction of strategically important goals. Drawing upon institutional theory, our contributions are three-fold: to bring out the effect of two discrete HRM configurations- one underpinned by a control and the other by an entrepreneurial ethos, on attitudes and behaviours at the individual level; to reflect the way in which employee innovative behaviours arising from these HRM configurations coalesce to shape higher-level phenomena, such as organizational-level innovation; and to bring out two distinct patterns of bottom-up emergence, one driven primarily by composition and the other by both composition and compilation.

KW - HRM Configurations

KW - Innovative behaviour

KW - Institutional theory

U2 - 10.1111/1748-8583.12102

DO - 10.1111/1748-8583.12102

M3 - Journal article

VL - 27

SP - 246

EP - 263

JO - Human Resource Management Journal

JF - Human Resource Management Journal

SN - 0954-5395

IS - 2

ER -