New human resource management practices, complementarities and the impact on innovation performance

By Keld Laursen, N. J. Foss. 2003

978 citations recorded by the source corpus.

Subfields: Accounting, Economics and Econometrics

View Paper: https://www.semanticscholar.org/paper/ead073a64911bd51d9707b896b4f64f29e74430d

How researchers see this paper

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

In Accounting

1. Filippo Belloc
2. S. Roper
3. J. Love
4. C.-J. Chen
5. Torben Pedersen
6. Keld Laursen
7. H. Seeck
8. Marjo‐Riitta Diehl

In Economics and Econometrics

1. J. Love
2. S. Roper
3. N. J. Foss
4. H. Seeck
5. Marjo‐Riitta Diehl
6. Keld Laursen
7. Filippo Belloc
8. Torben Pedersen

Citations in the corpus

• 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).”
• Human Resource Management Practices and Innovation (2012, methodology): “The interaction approach (e.g., Capelli and Neumark, 2001) examines the effect of a few organizational practices, and in contrast, the systems approach (e.g., Ichniowski et al., 1997; Laursen and Foss, 2003) looks at the relative performance outcomes of entire sets of variables.”
• R&D, worker training and innovation: firm-level evidence (2016, positive): “Laursen and Foss (2003) found that human resources management practices —in particular, internal training and the combination of internal and external training— inuence innovation performance positively.”
• (How) Does the HR strategy support an innovation oriented business strategy? An investigation of institutional context and organizational practices in Indian firms (2010, background): “…and innovation, which ultimately contribute to enhanced organizational performance (e.g., Jiménez-Jiménez & Sanz-Valle, 2008; Katou & Budhwar, 2006; Laursen & Foss, 2003; Seale & Ball, 2003; Selvarajan, Ramamoorthy, Flood, Guthrie, MacCurtain, & Liu, 2007; Shipton, West, Dawson, Birdi, &…”
• A literature review on HRM and innovation – taking stock and future directions (2017, background): “For example, Laursen and Foss (2003) examine the impact of HRM practices on the probability of introducing a novel product among some 1900 Danish firms.”
• Does the development of environmental innovation require different resources? Evidence from Spanish manufacturing firms (2015, background): “The empirical literature has measured internal resources mostly in terms of a firm’s R&D structure, but several studies suggested that training (internal and external to the firm) is another important factor influencing a firm’s innovation performance (e.g. Gupta et al., 1993; Laursen and Foss, 2003”
• Corporate Governance and Innovation: A Survey (2012, positive): “…as important as physical and financial assets in creating innovation, while various employer-employee relationships provide different incentives for workers to develop human capital and technological innovation (for example, Laursen and Foss, 2003; Michie and Sheehan, 2003; Shipton et al., 2005).”
• Organizing innovation: Complementarities between cross-functional teams (2009, positive): “In terms of human resource management (HRM), for example, Laursen and Foss (2003) consider complementarity between different HRM practices in terms of their impact on innovation outputs (see also Michie and Sheehan, 2003), while in a more general context Lhuillery (2000) examines the impact of a…”
• Relationship between innovation‐led HR policy, strategy, and firm performance: A serial mediation investigation (2018, background): “Similarly, Laursen and Foss (2003); Katou and Budhwar (2006); Lau and Ngo (2004); Selvarajan et al. (2007); and Shipton et al. (2006) focused HR policy is essential to the achievement of organizational innovation strategies.”
• An analysis of the relationship between total quality management-based human resource management practices and innovation (2009, background): “…motivation and contrasts with the great majority of results of previous works in which controlled motivation was found to be very significant for improving innovation performance (Laursen 2002; Laursen and Foss 2003; Therrien and Léonard 2003; Lau and Ngo 2004; Pini and Santangelo 2005).”
• Perceptions of HR practices and innovative work behavior: the moderating effect of an innovative climate (2019, background): “It would also be interesting to investigate whether the HR practices that lead to organizational innovation (e.g. Beugelsdijk, 2008; Laursen & Foss, 2003; Shipton et al., 2006) have the same effects on innovative behaviors, and especially IWB.”
• Intellectual Capital–Enhancing HR, Absorptive Capacity, and Innovation (2017, background): “Individual HR practices such as staffing, training, performance appraisal, compensation and job rotation, and the like, all prove instrumental for enhancing knowledge transfer (Jansen et al., 2005; Laursen & Foss, 2003; Minbaeva, 2005; Minbaeva et al., 2003; Simonin & Özsomer, 2009).”
• Does HRM facilitate employee creativity and organizational innovation? A study of Chinese firms (2012, methodology): “For instance, utilizing the data of 684 Danish manufacturing firms and 1216 private service companies, Laursen and Foss ( 2003 ) found that HRM practices determine the likelihood of organizational innovation in terms of product and process innovations.”
• SMEs' Radical Product Innovation: The Role of Internally and Externally Oriented Knowledge Capabilities** (2014, background): “Increased knowledge diffusion through, for example, information meetings and other forms of knowledge exchange are expected to contribute positively to the firm’s innovative performance (Cohen and Levinthal 1990; Laursen and Foss 2003).”