The Importance of Sectoral Differences in the Application of Complementary HRM Practices for Innovation Performance

By Keld Laursen. 2002

228 citations recorded by the source corpus.

Recent theoretical and empirical analysis in the field of economic organization has focused almost exclusively on identifying organizational practices and complementarities between such practices, without regard for the type of activity in question. However, organizational theory suggests that more knowledge-intensive production activities often involve higher degrees of strategic uncertainty for firms and performance ambiguity in relation to individual employees. Therefore, the 'organic' or 'clan' form of organization - involving the application of 'new' HRM practices - is expected to perform better within knowledge-intensive sectors of the economy, as compared to other sectors. A sample of 726 Danish firms with more than 50 employees in manufacturing and private services is studied. The results show that HRM practices are more effective in influencing innovation performance when applied together, as compared with situations in which individual practices are applied alone. In other words, organizational complementarities obtain. Moreover, the application of complementary HRM practices is more effective for firms in knowledge-intensive industries ('high' and 'medium' knowledge-intensive industries).

Subfields: Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/a13e82f73082517ad245b0caf2e98b6770404411

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Citations in the corpus

Human Resource Management Practices and Innovation (2012, background): “Laursen (2002) posits that organizational theory suggests that more knowledge-intensive production activities often involve higher degrees of strategic uncertainty for firms and performance ambiguity in relation to individual employees.”
Creating learning organizations: a systems perspective (2010, background): “For example, the added value of the human resource management varies across different sectors (Laursen, 2002; Paré and Tremblay, 2007).”
Relationships and Resilience (2008, background): “As argued by other theorists of high performance work systems, these practices appear in sets or bundles because they work more effectively together than separately (Batt, 1999; Ichniowski, Shaw, & Prennushi, 1996; Laursen, 2002; MacDuffie, 1995) or alternatively because they reflect a common manage”
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.”
A Relational Model of How High-Performance Work Systems Work (2010, background): “Key words : high-performance work systems; relational coordination; patient care History : Published online in Articles in Advance July 21, 2009.”
Does transformational leadership facilitate technological innovation? The moderating roles of innovative culture and incentive compensation (2012, background): “Performancebased or output-based financial rewards have been found to have a positive effect on innovation performance (e.g., Balkin, Markman, & Gomez-Mejia, 2000; Laursen, 2002; Laursen & Foss, 2003) and technological innovations (Cabrales, Medina, Lavado, & Cabrera, 2008), yet little or no attenti”
Innovation and human resource management fit: an empirical study (2005, result): “Empirical results support this proposition ( Laursen, 2002”
An analysis of the relationship between total quality management-based human resource management practices and innovation (2009, background): “…al in n o v at io n ; * * * p , 0 .0 1 ; * * p , 0 .0 5 ; * p , 0 .1 0 . associated with the teamwork dimension simply confirms the findings of other research works contemplating a positive relationship between HRM and innovation (Laursen 2002; Therrien and Léonard 2003; Pini and Santangelo 2005).”
Could HRM support organizational innovation? (2008, background): “Although literature highlights the key role of HRM in innovation process (Galbraith 1984; Martell and Carroll 1995; Laursen 2002), up to now, HRM has received little attaention in studies on innovation.”
Knowledge-based human resource management practices, intellectual capital and innovation (2017, background): “…of innovation management by articulating and empirically demonstrating the role of knowledge-based HRM and IC in increasing innovation performance, thereby contributing to literature on how HRM mechanisms can facilitate innovation (Beugelsdijk, 2008; Laursen, 2002; Shipton et al., 2006).”
An Examination of Sustainable HRM Practices on Job Performance: An Application of Training as a Moderator (2019, background): “HRM practices have become a popular field of research for researchers and practitioners due to the significant effect on organizational performance and innovative performance [77,78].”
Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy (2010, unknown): “1998 ; Michie and Sheehan 1999 ; Michie and Sheehan-Quinn 2001 ; Laursen 2002 ; Hayton 2003 ; Laursen and Foss 2003 ; Shipton et al.”