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Impact of social innovations on French companies’ performance: A study of high‐involvement practices

Valérie Barraud‐Didier (PhD in Human Resource Management and is an Assistant Professor at the University of Versailles Saint‐Quentin‐en‐Yvelines, France and a member of the LAREQUOI Research Center (specializing in quality, organization and innovation). Her main research interests include high‐involvement management, firm performance, human resource (HR) practices.)
Sylvie Guerrero (PhD in Human Resource Management and is an Associate Professor at the University of Toulon and co‐Director of research at Audencia Nantes, France. Specialized in organizational behavior, she leads consulting activities in training and HRM. Author of articles in several journals (International Journal of HR Management, Gestion, Revue de Gestion des Ressources Humaines).)

Measuring Business Excellence

ISSN: 1368-3047

Article publication date: 1 June 2002

1316

Abstract

This paper studies the relationship between HR practices and firm performance. In that purpose, a list of high‐involvement practices – that is to say aiming to develop employees’ organizational commitment and involvement at work – is proposed. A survey among 180 French HR managers hightlights a significant link between most HR practices and firm performance. Moreover, the results show that these practices, when they are combined into bundles, have a stronger impact on performance than when they are studied individually.

Keywords

Citation

Barraud‐Didier, V. and Guerrero, S. (2002), "Impact of social innovations on French companies’ performance: A study of high‐involvement practices", Measuring Business Excellence, Vol. 6 No. 2, pp. 42-48. https://doi.org/10.1108/13683040210431464

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited

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