Reviewing Creativity and Innovation Research Through the Strategic HRM Lens
Research in Personnel and Human Resources Management
ISBN: 978-1-78973-852-0, eISBN: 978-1-78973-851-3
Publication date: 15 July 2019
Creativity and innovation have been buzzwords of managerial discourse over the last few decades as they contribute to the long-term survival and competitiveness of firms. Given the non-linear, causally ambiguous, and intangible nature of all innovation-related phenomena, management scholars have been trying to uncover factors that contribute to creativity and innovation from multiple lenses ranging from organizational behavior at the micro-level to strategic management at the macro-level. Along with important and insightful developments in these research streams that evolved independently from one another, human resource management (HRM) research – especially from a strategic perspective – has only recently started to contribute to a better understanding of both creativity and innovation. The goal of this chapter is to review the contributions of strategic HRM research to an improved understanding of creativity at the individual-level and innovation at the firm-level. In organizing this review, the authors rely on the open innovation funnel as a metaphor to review research on both HRM practices and HRM systems that contribute to creativity and innovation. In the last section, the authors focus on more recent developments in HRM research that focus on ambidexterity – as a way for HRM to simultaneously facilitate exploration and exploitation. This chapter concludes with a discussion of future research directions.
Colakoglu, S.S., Erhardt, N., Pougnet-Rozan, S. and Martin-Rios, C. (2019), "Reviewing Creativity and Innovation Research Through the Strategic HRM Lens", Buckley, M.R., Wheeler, A.R., Baur, J.E. and Halbesleben, J.R.B. (Ed.) Research in Personnel and Human Resources Management (Research in Personnel and Human Resources Management, Vol. 37), Emerald Publishing Limited, Bingley, pp. 227-271. https://doi.org/10.1108/S0742-730120190000037007
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