HRM and innovative work behaviour: a systematic literature review

By A. Bos‐Nehles, M. Renkema, M. Janssen. 2017

341 citations recorded by the source corpus.

Purpose Although we know that HRM practices can have a huge impact on employees’ innovative work behaviour (IWB), we do not know exactly which practices make the difference and how they affect IWB. Thus, the purpose of this paper is to determine the best HRM practices for boosting IWB, to understand the theoretical reasons for this, and to discover mediators and moderators in the relationship between HRM practices and IWB. Design/methodology/approach Based on a systematic review of the literature, the authors carried out a content analysis on 27 peer-reviewed journal articles. Findings Working with the definitions and items provided in the articles, the authors were able to cluster HRM practices according to the ability-motivation-opportunity framework. The best HRM practices for enhancing IWB are training and development, reward, job security, autonomy, task composition, job demand, and feedback. Practical implications The results of this study provide practical information for HRM professionals aiming to develop an HRM system that generates innovative employee behaviours that might help build an innovative climate. Originality/value A framework is presented that aggregates the findings and clarifies which HRM practices influence IWB and how these relationships can be explained.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/35b9aa2784c2376fd3b7caaf027e7faca947dde7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Marketing

1. A. Veenendaal
2. A. Bos‐Nehles
3. Jianfeng Jia
4. Huanxin Liu
5. Tachia Chin
6. Dongqing Hu

In Organizational Behavior and Human Resource Management

1. A. Veenendaal
2. A. Bos‐Nehles
3. Jianfeng Jia
4. Huanxin Liu
5. Tachia Chin
6. Dongqing Hu

In Sociology and Political Science

1. A. Veenendaal
2. A. Bos‐Nehles

Citations in the corpus

• The Continuous Mediating Effects of GHRM on Employees’ Green Passion via Transformational Leadership and Green Creativity (2018, background): “As the primary impetus of innovation, it greatly benefits organizations by enabling them to adapt to the complex and ever-changing economic environment [2].”
• Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, methodology): “Boselie et al. (2001) identified supervisor support as one of five high-commitment HR practices, and understood it as the employees’ perceptions that they received regular performance feedback from their supervisors.”