Innovation and human resource management fit: an empirical study

By Daniel Jiménez-Jiménez, Raquel Sanz-Valle. 2005

278 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/13a6bde4a66c68f3ed7c2489f08ab9590eeb499d

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Citations in the corpus

Commitment-based HR practices, different types of innovation activities and firm innovation performance (2013, unknown): “Schuler and Jackson 1987 ; Laursen and Foss 2003 ; Jimenez-Jimenez and Sanz-Valle 2005 ).”
A literature review on HRM and innovation – taking stock and future directions (2017, background): “Jiménez-Jiménez and Sanz-Valle (2005) argue based on their study of 180 Spanish firms that the use of internal labor markets and practices that promote loyalty and participation are more likely to feed every type of innovation.”
Does intellectual capital matter? High-performance work systems and bilateral innovative capabilities (2013, background): “HPWS Because scholars generally agree that the impact of system or “bundle” of connected human resource practices on competitive advantage can be greater than the cumulative impact of all of the individual practices comprising the bundle ( Jiménez-Jiménez and Sanz-Valle, 2005), the past two decades ”
Strategic human resource practices and innovation performance: the mediating role of knowledge management capacity (2009, background): “Performance appraisal can enhance employees' motivation to engage in innovative activities, and make firms achieve favorable innovation results (Jiménez-Jiménez and Sanz-Valle, 2005).”
Human resource practices and innovation in the hotel industry: The mediating role of human capital (2018, unknown): “Email: julia.nieves@ulpgc.es (Beugelsdijk, 2008; Chand and Katou, 2007; Chang et al., 2011; Cho et al., 2006; Jiménez and Sanz, 2005; Laursen and Foss, 2003).”
Knowledge-based human resource management practices, intellectual capital and innovation (2017, background): “Previous research has acknowledged that HRM practices may have a stronger impact on organizational performance when they are applied jointly, rather than in isolation (Bowen &Ostroff, 2004; Donate et al., 2016; Jiménez-Jiménez & Sanz-Valle, 2005; Laursen & Foss, 2003; Minbaeva, 2013).”
Motivating Employees of the Public Sector: Does Public Service Motivation Matter? (2010, background): “Finally, HRM practices emphasizing team support, and recognition as a reward, build an organizational culture that stimulates creativity and innovation (Andriopoulos 2001; Jimenez-Jimenez and Sanz-Valle 2005; Martins and Terblanche 2003).”