HRM and innovation: a multi-level organisationallearning perspective

Caihui Lin, Karin Sanders

Research output: Contribution to journalArticle

15 Citations (Scopus)
329 Downloads (Pure)

Abstract

Drawing on the 4I organizational learning framework (Crossan et al., 1999), this article develops a model to explain the multi-level and cross-level relationships between HRM practices and innovation. Individual, team, and organizational level learning stocks are theorized to explain how HRM practices affect innovation at a given level. Feed-forward and feedback learning flows explain how cross-level effects of HRM practices on innovation take place. In addition, we propose that HRM practices fostering individual, team, and organizational level learning should form a coherent system to facilitate the emergence of innovation. The article is concluded with discussions on its contributions and potential future research directions.
Original languageEnglish
Pages (from-to)300-317
Number of pages18
JournalHuman Resource Management Journal
Volume27
Issue number2
DOIs
Publication statusPublished - 06 Apr 2017

Keywords

  • HRM practices
  • Innovation
  • organizational learning
  • multi-level

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