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
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
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 -