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HRM as a predictor of innovation

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HRM as a predictor of innovation. / Shipton, Helen; West, Michael; Dawson, Jeremy et al.
In: Human Resource Management Journal, Vol. 16, No. 1, 01.2006, p. 3-27.

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Harvard

Shipton, H, West, M, Dawson, J, Birdi, K & Patterson, M 2006, 'HRM as a predictor of innovation', Human Resource Management Journal, vol. 16, no. 1, pp. 3-27. https://doi.org/10.1111/j.1748-8583.2006.00002.x

APA

Shipton, H., West, M., Dawson, J., Birdi, K., & Patterson, M. (2006). HRM as a predictor of innovation. Human Resource Management Journal, 16(1), 3-27. https://doi.org/10.1111/j.1748-8583.2006.00002.x

Vancouver

Shipton H, West M, Dawson J, Birdi K, Patterson M. HRM as a predictor of innovation. Human Resource Management Journal. 2006 Jan;16(1):3-27. doi: 10.1111/j.1748-8583.2006.00002.x

Author

Shipton, Helen ; West, Michael ; Dawson, Jeremy et al. / HRM as a predictor of innovation. In: Human Resource Management Journal. 2006 ; Vol. 16, No. 1. pp. 3-27.

Bibtex

@article{5f45cae5b24a43138005f438d3dc1ddc,
title = "HRM as a predictor of innovation",
abstract = "There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed.",
author = "Helen Shipton and Michael West and Jeremy Dawson and Kamal Birdi and Malcolm Patterson",
year = "2006",
month = jan,
doi = "10.1111/j.1748-8583.2006.00002.x",
language = "English",
volume = "16",
pages = "3--27",
journal = "Human Resource Management Journal",
issn = "0954-5395",
publisher = "Wiley-Blackwell",
number = "1",

}

RIS

TY - JOUR

T1 - HRM as a predictor of innovation

AU - Shipton, Helen

AU - West, Michael

AU - Dawson, Jeremy

AU - Birdi, Kamal

AU - Patterson, Malcolm

PY - 2006/1

Y1 - 2006/1

N2 - There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed.

AB - There is growing evidence available to suggest that HR practice is an important predictor of organisational performance. In this article, we argue that HR practices also have the potential to promote organisational innovation. We describe a longitudinal study of 22 UK manufacturing companies and examine the relationship between such practices and product and technological innovation. Results reveal that training, induction, team working, appraisal and exploratory learning focus are all predictors of innovation. Contingent reward, applied in conjunction with an exploratory learning focus, is positively associated with innovation in technical systems. Furthermore, training, appraisal and induction, combined with exploratory learning focus, explain variation between companies in product and technological innovation above and beyond the main effects observed.

U2 - 10.1111/j.1748-8583.2006.00002.x

DO - 10.1111/j.1748-8583.2006.00002.x

M3 - Journal article

VL - 16

SP - 3

EP - 27

JO - Human Resource Management Journal

JF - Human Resource Management Journal

SN - 0954-5395

IS - 1

ER -