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Does the simultaneous vertical and horizontal alignment of HR systems positively impact innovation? The authors use the “innovation value chain” model to explore the interplay between the central strategic human resource management concepts of vertical and horizontal fit of HR systems and their role in positively impacting product innovation management.

The authors use the findings from a case study of a large multinational organization in the high-tech sector for the present study. In the first phase, the authors analyse responses to 20 qualitative interviews with senior business and HR executives at the organization using the grounded theory approach. In the second phase, the authors analysed six years of performance ratings and salary data for 4,500–5,500 employees.

Phase 1 of the study established the importance of innovation management as a strategic priority and the role of vertical and horizontal fit of HR systems and practices in positively impacting innovation management. Phase 2 reinforced the findings from Phase 1 by demonstrating the vertical and horizontal fit of the performance and compensation management processes towards furthering innovation management. Our study findings suggest that both forms of fit boost innovation management and interact to reinforce each other mutually, magnifying their respective positive effects towards improving innovation management.

While past studies have generally focused on the isolated role of either the HR system or that of a bundle of HR practices on innovation, the present study empirically demonstrates the simultaneous role of vertical and horizontal fit of HR systems and practices in furthering innovation management. The authors use interviews with senior executives and objective performance and salary data to provide the first experimental evidence of the mechanism of the interplay between the two forms of fit.

The purpose of this paper is to study the implications of managing human resource (HR) flexibility and absorptive capacity (AC) of knowledge for the implementation of agile innovation methods in the new product development (NPD) process of manufacturing firms.

To achieve this, the authors have carried out a meta-analysis by defining first a research question that determines the design of bibliometric data and compilation. The study question is: How firms can support agile initiatives in innovation considering their HR flexibility and AC? The Web of Science Collection has been consulted in three steps with several search strings. The analysis of 161 references without duplicities in the period 1997–2021 provides the foundations for exploring the research question.

The authors propose research hypotheses to analyze the interrelationship between HR flexibility, AC and agile innovation according to the literature-based discussion. The authors have identified and develop metrics to pilot the transition to agile that have been also adapted to specific innovation departures points before the transition. The authors also propose and discuss some organizational changes and practical guidelines to pilot transitions to agile that should be useful to the firm’s strategic decision of implementing the most adequate type of agile innovation.

Even though flexibility and innovation are very important needs for many firms, agile schemes are still under-studied topics in the NPD of manufacturing firms. There are no specific studies in the literature that analyze the interrelationship between HR flexibility, AC and agile innovation, identifying common aspects and different approaches. Thus, this study is of original nature and the developed managerial tools, composed of metrics and organizational changes, will be useful to managers and permitted the authors to achieve the proposed goal.

Innovation is critical for businesses to stay competitive in today's world, as it allows them to constantly look for new ways to differentiate their products or services from their competitors as well as improve cost-effectiveness. This study explore the role of strategic human resource practices in developing organizations' competitive capabilities-differentiation and cost-effectiveness, which, improves their innovation performance to create a competitive advantage.

The authors collected data from 387 employees from 25 knowledge-intensive information technology organizations in India through a questionnaire-based survey. After checking for biases, reliability and validity, the hypothesized relationships were tested by structural equational modeling using AMOS 26.

Strategic HR practices have a significant and positive effect on innovation performance and both competitive capabilities-differentiation and cost-effectiveness. While the differentiation capability had a strong positive effect on innovation performance, cost-effectiveness capability was not significantly related to innovation performance. The differentiation capability mediates the relationship between strategic HR practices and innovation performance link, whereas the cost-effectiveness capability did not have a mediating effect.

This study provides practical insights to HR and knowledge managers to focus on development of human capital and invest in hiring, training, development, strategic performance management practices to enhance employees' knowledge behaviors, which, stimulates innovation performance.

The paper adds to the strategic HRM paradigm by clarifying the underlying process of how strategic HR practices leads to higher innovation. It affirms the vitality of choosing appropriate competitive capabilities, and supporting organizational factor for business's success. It fills an important research gap by providing original empirical evidence from knowledge intensive information technology organizations in the emerging economy of India.

This study investigated the effect of individual perceptions of innovation-oriented human resource system (IHRS) on individual innovative work behavior (IWB) and how this effect is realized.

The authors conducted an online questionnaire survey at three time points with 481 employees in three Chinese organizations. Structural equation modeling was used to test the hypothesized relationships among the variables.

Perceived IHRS was found to positively influence IWB, and this effect was sequentially mediated by individual perceptions of innovative culture and intrinsic motivation.

In order to elicit IWB, HR systems should be constructed around the strategic objective of innovation. Moreover, there should be a match between IHRS and innovative culture to trigger intrinsic motivation and ultimately IWB.

This study examines the effect of perceptions of IHRS on individuals' IWBs; Moreover, it integrates organizational culture and individual motivation and finds a chain mediating role of individual perceptions of innovative culture and intrinsic motivation in the relationship between IHRS and IWB.

The purpose of this article is to analyze the digital innovations which are being introduced in the HRM field in organizations in the modern business services sector in Finland and Poland. It is also intended to identify the most important factors/trends that influence digital innovations and to identify the challenges they generate for HRM departments. The practical objective is to develop recommendations for organizations executives, policy makers and researchers.

The research was mainly based on a quantitative research approach and a questionnaire survey. Additionally, the authors conducted a semi-structured interview was with the representatives of the HRM departments in the surveyed organizations. The qualitative research of the obtained results allowed to deepen the obtained quantitative data. The purpose of the data triangulation used was to increase the reliability of the data.

Nearly 90% of HRM employees declared that the companies they work for have implemented digital innovations. Among the introduced digital innovations, chatbots, dashboards, application software systems, a virtual HRM assistant and digital tools were indicated. The COVID-19 pandemic and the progress of robotization and automation have accelerated the implementation of digital technologies in HR departments in both Poland and Finland. There are however differences between the two countries – it is evident that in Finland digital innovations were already introduced by modern businesses organizations before the pandemic period, while in Poland the innovations were mostly implemented during and after the pandemic period. It is worth emphasizing the differences regarding the two countries in terms of the level of technology advancement.

Similar to most studies conducted, this study has its limitations and the authors are aware of them. First, future research using the tool which was used in this study should focus on confirming its reliability. Secondly, its scope and scale were limited as it was not possible to obtain an industry-wide sample. It should be noted that the obtained results cannot be generalized to a broader context, although they provide valuable conclusions and recommendations and may be an inspiration for further research. For the future research, it is recommended that the researchers should pay more attention to the challenges and difficulties that accompany digital innovations in HRM departments. One of the aspects is the need to pay attention to the cultural and psychological aspects of the presence of technology in organizational areas, which have only been signaled in this article. A more in-depth study could address the issue of negative attitudes toward the introduction and use of digital technologies. The future research could focus on creating the necessary conditions at each stage of introducing digital innovations and using the potential of these tools – starting with needs analyses, awareness of goals, benefits, dealing with concerns and risks, communication and evaluation and assessment of the technology in question. For future research, it is recommended that researchers pay more attention to the challenges and difficulties that accompany digital innovations in HRM departments. One of the aspects is the need to be aware of the cultural and psychological aspects of the presence of technology in organizational areas, which has only been signaled in this article. A more in-depth study could address the issue of negative attitudes toward the introduction and use of digital technologies. The future research could focus on creating the necessary conditions at each stage of introducing digital innovations and using the potential of these tools – starting with needs analyses, awareness of goals, benefits, dealing with concerns and risks, communication and evaluation and assessment of the technology in question.

The study provides suggestions for practice, providing companies in Finland and Poland with the insight into the impact of the trends on the development of digital innovations in HRM departments and the challenges they generate. The contributions of this study are also the recommendations and guidelines for organizations to effectively implement digital technologies. This will allow not only to better adapt to the present situation, but also to more accurately predict future trends.

The research results can be useful for the development of HRM practices, as traditional practices are increasingly being replaced by new digital modes of leading and managing capital resources in organizations. This development is followed by the need for new competencies in HRM (Mazurchenko, Maršíková, 2019), a new understanding of leadership, thus digital tools may prove particularly supportive in this context (Salojärvi, 2018). Digital innovation research conducted in the modern business services industry can be particularly valuable in the context of the flow of technological innovations, including know-how, implementation of modern organizational solutions; which transfers to other industries (MORR, 2017). Digital innovations can contribute to reducing the complexity of HRM functions, which will accelerate management and personnel decisions. It will improve the quality of analytical data, as well as increase access to employees and opportunities in planning their personal development. As a result, the introduction of digital innovations will contribute to reducing costs and increasing the efficiency of HRM processes.

This study provides a new and timely perspective by examining applied digital innovations and related challenges affecting the implementation of digital innovations by HRM departments in the modern business services sector. This survey provides comprehensive information on how and what can enhance the capacity for digital innovation in Finnish and Polish organizations. This article theoretically analyzes the importance of technological development for HRM departments and reviews the previous research on digital technologies in HRM departments and the factors and challenges of introducing digital innovations. It also characterizes the modern business services sector, which is very active in introducing digital innovations.

The key aspect of this study is the mediating role of innovation in the relationship between talent management (TM) and organizational performance (OP).

A structural equation model with AMOS software is used to gauge the impact of TM on innovation and OP. In this regard, innovation is the mediating variable of the model. The author uses Hayes PROCESS macro for SPSS (Hayes, 2018) and the mediating procedure of Baron and Kenny's model (1986).

Results show that innovation is a full mediating variable that captures the whole variance of the model in the relationship between TM and OP.

The results of this study are important for organizations since they emphasize the need to adapt TM strategies to innovation and improvement in the organization. This involves not only managers and their training and development plans but also employees in their attraction, development and retention strategies.

The originality of this study is that it explores the causal relationship between the three variables considered in the model, that is, TM, innovation and OP. These relationships evidence gaps in human resource management and TM literature, improving current understanding of the role of innovation in the organizational context.

The purpose of this article is to examine all the studies carried out within the scope of e-HRM and smart HRM, grouped according to the sub-functions of technical and HRM. The use of technology in HRM has started since the mid-1990s. However, this study focused on the articles published after 2014 in order to keep up to date. Any search strategy should allow for the completeness of the search to be evaluated. The terms “electronic-HRM”, “AI and HRM”, “Industry 4.0 and HRM”, “Society 5.0 and HRM”, “Human Resource Information Systems” and “Digital Technologies and HRM” “Human-robot interaction” has been questioned in IEEE Xplore, ALM digital library, Emerald Insight, SpringerLink, and Science Direct. The Web of Science and Scopus were also queried to double-check the findings and find other relevant articles in lesser-known libraries. Google Scholar was also used for forward and backward searches. These online databases have been chosen because they present the most important peer-reviewed full-text journals, conference proceedings, book chapters. Then, the references of each article were reviewed for additional articles on digital technologies and HRM. Each subsequent article is then reviewed for additional reference.

A total of 5,580 articles have been reviewed. Duplicate items have been removed. The titles and abstracts of 3,500 articles have been scanned to identify potential articles. The full-text evaluation of 2,554 was based on compliance with the inclusion criteria. In addition, 2,458 studies have been excluded. In total, 96 studies have been selected for data extraction. Additionally, questionnaires and reviews have been used to provide comprehensive research on e-HRM and smart HRM. The search terms used are expected to cover most, if not all, of the studies involving e-HRM and smart HRM.

The study carried out in this article is qualitative research. In the article, which methods are used and what has changed in e-HRM and smart HRM are examined. In particular, it has been thought about what can happen with the inclusion of human-machine interaction, AI, chatbots, industry 4.0 and information systems in HRM. Unlike previous studies, this review takes HRM from a broader perspective and groups it by topic, both by technical and HR functions. In addition, the reviewed articles provide brief information about the AI technologies used. In particular, criteria were taken into account according to the field, type and subject of the articles.

This study has the distinction of being the first in the literature in terms of examining all the studies carried out within the scope of e-HRM and smart HRM and grouped according to the sub-functions of technical and HRM in line with its purpose. The article focuses specifically on research published after 2014. It is expected to contribute to the literature in terms of collecting all studies in a single article. Other contributions of this article can be summarized in four main articles: 1) it presents a summary of previous research by grouping the studies on e-HRM and smart HRM according to the interests of researchers. 2) It saves time for the reader as it provides a brief explanation of the studies on the subject. 3) Instead of explaining in detail the general details analyzed in other articles, it offers a practical perspective by focusing on the type, subject and field of the article. 4) With the digitalization of HRM, new, up-to-date research and techniques are introduced.

Human resource practices are transforming at a varying pace for different businesses to meet the increasingly intensified external challenges. The pursuit of innovation while balancing the tensions between flexibility and efficiency has become a core challenge for survival in this globally competitive era. The literature identifies ambidexterity as a realistic choice to manage these tensions during transformation towards diversified and innovative human resource practices. Based on social exchange theory (SET), this study explores the impact of ambidextrous human resource practices (AHRPs) on organization members' innovation performance while examining the mediating effect of psychological safety.

Data were collected for this cross-sectional study in three waves, and the final sample included 788 employees from 32 companies across different industries in China.

The results of data analysis indicate support for all the hypothesized relationships. AHRPs positively affect employee innovation performance; employee psychological safety mediates this relationship; inclusive leadership moderates the direct effect of AHRPs on employee psychological safety and the indirect effect of AHRPs on employee innovative performance through psychological safety. Theoretical and practical implications of the study are also presented.

This study examines AHRPs’ influence on employee innovation performance mediated by psychological safety and the moderating role of inclusive leadership in the above relationship to clarify the boundary conditions of AHRPs' effect on innovation performance.

Agile methods are increasingly being applied in the contexts of innovation beyond traditional information technology (IT) and physical product development projects, such as when process improvements are being implemented. Nevertheless, this phenomenon is still recent and little addressed in the literature, with few descriptions of empirical cases. This study aims to address this gap.

This multiple case study aims to present and discuss the application of Agile practices embedded in large companies’ innovation value chains, focusing on improvements of business processes. The following research question is pursued: How are large companies applying elements of Agile methods to their innovation processes when implementing incremental improvements in their operational processes? Based on the idea that the Agile-Stage-Gate model is an alternative to this challenge, this study investigates the application of this hybrid model in two large Brazilian companies by presenting their idiosyncrasies, lessons learned, adaptations, challenges and benefits.

Overall, it was observed that the experience with the application of the Agile-Stage-Gate model is positive for these companies, with better customer engagement, easier project control and increased productivity of the project team.

For those aiming to implement the Agile-Stage-Gate model, this paper identifies the main adaptations made in order to combine the purist approaches and critical success factors for its implementation.

Although the innovative behaviour of public employees is critical for the creation of public value and meeting of public interests, the authors are uncertain about the role of the human resource (HR) system in affecting individual behaviour as past studies tended to discuss innovation at the organisational level of analysis. Based on corporate human resource management (HRM) literature, the authors draw from the ability-motivation-opportunity (AMO) model to examine the influence of innovation-based HR practices on work-related risk propensity and innovative behaviour and the moderating role of perceived error tolerance of public sector organisations.

Dyadic data were collected from supervisors and their subordinates in various public sector organisations in the UAE. The authors collected valid responses from 100 managers and 200 employees.

This study's findings demonstrate that the HR system in the public sector shapes employees' behaviour at the individual level of analysis, consistent with the corporate HRM literature. The authors reveal that innovation-based HR practices significantly promote employees' innovative work behaviour because they trigger their inclination and disposition to take risks. Furthermore, the authors provide evidence that such risk-taking propensity at work is heightened under the conditions of a high level of error tolerance by the organisational management.

This study's findings point out the importance of implementing innovation-based HR practices, such as recruitment, reward and training, to drive public sector employees' innovative work behaviour as they could galvanise their risk-taking propensity and, subsequently, innovative behaviour. Public sector managers also need to develop an innovation culture tolerant toward employees' mistakes to further foster employees' work innovativeness. Policy wise, this study's findings could be integrated into the national innovation strategy to drive the national growth in the UAE.

This study sheds light on the drivers behind innovative behaviour among public employees, which is a less researched area, especially in a non-Western context.