New HRM Practices, Complementarities, and the Impact on Innovation Performance

By Keld Laursen, N. J. Foss. 2000

134 citations recorded by the source corpus.

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Citations in the corpus

Managing and reporting knowledge-based resources and processes in research organisations: specifics, lessons learned and perspectives (2004, background): “…the outputs of industrial research processes in firms—mainly new products, patents and technical solutions—are the result of investments in various kinds of intangible assets, such as R&D and Human Resources (e.g.Baldwin and Johnson, 1996; Lev, 2001; Laursen and Foss, 2000; Bianchi et al., 2001).”
Knowledge Strategies, Firm Types, and Complementarity in Human-Resource Practices (2001, background): “Scale intensive firms and wholesale trade firms may be considered to be intermediate in relation to knowledge intensity (see Laursen and Foss, 2000: 12).”
My Precious. The Role of Appropriability Strategies in Shaping Innovative Performance (2005, result): “This finding is consistent with the findings from previous studies of innovative performance (see Cohen, 1995; Laursen & Foss, 2003).”
Leveraging the innovative performance of human capital through HRM and social capital in Spanish firms (2011, background): “Similarly, Laursen (2002) and Laursen and Foss (2003) demonstrate empirically the positive impact of team-based pay on team performance as a motivating tool for sharing knowledge.”
Open for innovation: the role of openness in explaining innovation performance among U.K. manufacturing firms (2006, result): “This finding is consistent with the findings from previous studies (see Cohen, 1995; Laursen and Foss, 2003).”
The Importance of Sectoral Differences in the Application of Complementary HRM Practices for Innovation Performance (2002, background): “1 For an in-depth discussion of innovation performance vis-á-vis other measures of performance, see Laursen and Foss (2000)”
Encouraging knowledge sharing among employees: How job design matters (2009, background): “A growing body of empirical work (e.g., Cabrera, Collins, & Salgado, 2006; Laursen & Foss, 2003; Minbaeva, Pedersen, Björkman, Fey, & Park, 2003) discusses HRM practices as means to im- prove firm-level knowledge sharing and creation.”