Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms

By Jianwu Jiang, Shuo Wang, Shuming Zhao. 2012

323 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d30d52eceed9b30ea5d7a4e3d9299acc63b0c499

How researchers see this paper

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

In Experimental and Cognitive Psychology

1. H. Seeck
2. Hoa Do
3. Marjo‐Riitta Diehl
4. Aino Kianto
5. Yang Chen
6. Nekane Aramburu
7. Josune Sáenz
8. Guiyao Tang

In Organizational Behavior and Human Resource Management

1. R. Peccei
2. Yang Chen
3. Guiyao Tang
4. H. Seeck
5. Hoa Do
6. Marjo‐Riitta Diehl
7. Aino Kianto
8. Nekane Aramburu

In Strategy and Management

1. Nekane Aramburu
2. Josune Sáenz
3. H. Seeck
4. Hoa Do
5. Marjo‐Riitta Diehl
6. Aino Kianto
7. Yang Chen
8. Fang Lee Cooke

Citations in the corpus

• High-performance work system and employee creativity: The roles of perceived organisational support and devolved management (2017, background): “To our knowledge, previous studies have explored the relationship between HRM practices and employee creativity (e.g. Chang et al., 2014; Chiang et al., 2015; Jiang et al., 2012).”
• Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, methodology): “Also of interest is that management scholars advocate that management practices can be associated with organisational performance from two facets: how to motivate workers to create novel ideas, and how to enable them to perform such ideas (Jiang et al., 2012).”
• The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…of HR practices (e.g., HPWS) affect the AMO of employees to perform on their job (i.e., the 2-1 links discussed above) and the extent to which this, in turn, affects key aspects of organizational performance (i.e., the 1-2 links of interest here; Jackson et al., 2014; K. Jiang et al., 2012).”
• Knowledge-based human resource management practices, intellectual capital and innovation (2017, methodology): “…to Lepak and Snell (1999, 2002), recruiters should select employees based on their potential rather than their current knowledge, skills or experience, since individuals with high potential are more likely to be capable of learning the knowledge necessary for innovation (Jiang et al., 2012).”
• A literature review on HRM and innovation – taking stock and future directions (2017, background): “In their study of 173 Spanish firms, Jiménez-Jiménez and Sanz-Valle (2008) conclude that HRM influences every type of innovation. Using an innovation measure that combines both technological and administrative innovations, Zhou and colleagues (2013) demonstrated the positive effects of both commitme”