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Article
Publication date: 20 March 2023

Hung Manh Le and Phong Ba Le

The purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge…

Abstract

Purpose

The purpose of this paper is to examine the impact of high-involvement human resource management (HRM) practices on innovation capabilities via the mediating role of knowledge sharing (KS) behaviors. This paper also investigates the potential moderating role of market turbulence in fostering the influence of KS behaviors on two forms of innovation capability, namely exploitative and exploratory innovation.

Design/methodology/approach

Analysis of moment structures and structural equation modeling are applied to examine the correlation among the latent constructs based on the survey data collected from 125 manufacturing and service firms.

Findings

The findings of this study support the mediating role of KS behaviors in the relationship between high-involvement HRM practices and aspects of innovation capability. It highlights the important role of market turbulence in strengthening the influence of KS on exploitative and exploratory innovation.

Research limitations/implications

Future research should investigate the impact of high-involvement HRM practices on innovation capability under the moderating effects of organizational variables, such as perceived organizational support, to bring better understanding on a new mechanism to pursuit innovation.

Originality/value

The paper significantly contributes to increasing knowledge and insights into the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on the mediating role of KS behaviors and the moderating role of market turbulence contribute to advancing the body of knowledge of HRM and innovation theory.

Details

Evidence-based HRM: a Global Forum for Empirical Scholarship, vol. 11 no. 4
Type: Research Article
ISSN: 2049-3983

Keywords

Article
Publication date: 17 November 2021

Thanh Thi Cao, Phong Ba Le and Nhan Thi Minh Nguyen

Given the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit…

Abstract

Purpose

Given the important role of knowledge sharing (KS) processes for organizational innovation, the purpose of this study is to investigate the mediating roles of tacit and explicit KS in bridging the relationship between high-involvement human resource management (HRM) practices and specific aspects of innovation capability, namely, product and process innovation.

Design/methodology/approach

Analysis of moment structures and structural equation modeling are applied to examine the correlation among the constructs based on the survey data collected from 111 manufacturing and service firms.

Findings

The empirical findings reveal that KS processes positively mediate the relationship between high-involvement HRM practices and innovation capability. It highlights the important role of explicit KS in fostering aspects of innovation capability compared to the effects of tacit KS on aspect of innovation capability.

Practical implications

Vietnamese firms should pay much attention to high-involvement HRM practices to improve their innovation capabilities. In addition, fostering the willingness of employees for sharing tacit knowledge (e.g. experiences, uncommon understandings and insights) and explicit knowledge (e.g. formal information, official documents and reports and procedures and policies) is one of the most optimal solutions for firms to pursuit product and process innovation capability.

Originality/value

This paper significantly contributes to increasing knowledge and insights on the correlation between high-involvement HRM practices and specific forms of innovation. The understanding on mediating role of KS processes contributes to advancing the body of knowledge of HRM practices and innovation theory.

Details

International Journal of Innovation Science, vol. 14 no. 5
Type: Research Article
ISSN: 1757-2223

Keywords

Article
Publication date: 8 February 2011

Unnikammu Moideenkutty, Asya Al‐Lamki and Y. Sree Rama Murthy

The purpose of this paper is to test the relationship between highinvolvement human resource management practices and organizational performance in the Sultanate of Oman, an…

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Abstract

Purpose

The purpose of this paper is to test the relationship between highinvolvement human resource management practices and organizational performance in the Sultanate of Oman, an Arabian Gulf country.

Design/methodology/approach

Companies listed in the Muscat Securities Market in the Sultanate of Oman were surveyed. The final sample consisted of 87 companies. Survey responses were subjected to statistical analysis. Financial measures of organizational performance were also used in the analysis for a subset of the sample for which these data were available.

Findings

Results of the statistical analysis indicated that, after controlling for size, type of firm (publicly traded or closely held) and average industry price‐earnings ratio, high involvement human resource management practices were positively related to subjective organizational performance and an objective measure of performance, ratio of market value to book value.

Research limitations/implications

Research limitations include measuring highinvolvement HRM practices and subjective organizational performance from the same source, assuming that HRM practices are uniform across organizational levels and using a composite measure of highinvolvement HRM practices. Future research should address these limitations.

Practical implications

The results of the study suggest that organizations in the Arabian Gulf can enhance their performance by implementing highinvolvement HRM practices in spite of the unique national culture and special features of the labour market in the region.

Originality/value

To the best of one's knowledge, this is the first study of highinvolvement HRM practices and organizational performance in the Arabian Gulf using both subjective and objective measures of organizational performance. Unlike other studies on HRM in Oman, this study was based on data collected from private‐sector organizations.

Details

Personnel Review, vol. 40 no. 2
Type: Research Article
ISSN: 0048-3486

Keywords

Book part
Publication date: 26 August 2010

Kent V. Rondeau and Terry H. Wagar

The relationship between organization strategy and a high-involvement work system (HIWS) in the accumulation of social capital is investigated in nursing subunits in a large…

Abstract

The relationship between organization strategy and a high-involvement work system (HIWS) in the accumulation of social capital is investigated in nursing subunits in a large sample of Canadian long-term care organizations. Results suggest that strategic orientation of nursing homes has a differential impact on the ability of these organizations to accumulate social capital in its nursing staff. Using a competing values framework to characterize strategic orientation, long-term care establishments pursuing an employee-focused strategy are able to accumulate higher levels of social capital in their nursing units through the adoption of a high-involvement human resource management (HRM) work system. By contrast, long-term care organizations pursuing an operational efficiency strategy, in tandem with the adoption of a high-involvement HRM system, produce no additional accumulation in nursing unit social capital.

Details

Strategic Human Resource Management in Health Care
Type: Book
ISBN: 978-1-84950-948-0

Article
Publication date: 9 March 2020

DuckJung Shin, Alaine Garmendia, Muhammad Ali, Alison M. Konrad and Damian Madinabeitia-Olabarria

Despite decades of studies on high-involvement human resource management (HRM) systems, questions remain of whether high-involvement HRM systems can increase the commitment of…

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Abstract

Purpose

Despite decades of studies on high-involvement human resource management (HRM) systems, questions remain of whether high-involvement HRM systems can increase the commitment of women. This study aims to contribute to the growing body of research on the cross-level effect of HRM systems and practices on employee affective commitment by considering the moderating role of gender.

Design/methodology/approach

Integrating social exchange theory with gender role theory, this paper proposes that gender responses to HRM practices can be different. The hypotheses were tested using data from 104 small- and medium-sized retail enterprises and 6,320 employees from Spain.

Findings

The findings generally support the study’s hypotheses, with women’s affective commitment responding more strongly and positively to employees’ aggregated perceptions of a shop-level high-involvement HRM system. The findings imply that a high-involvement HRM system can promote the affective commitment of women.

Originality/value

This study investigates the impact of both an overall HRM system and function-specific HRM sub-systems (e.g. training, information, participation and autonomy). By showing that women can be more positively affected by high-involvement HRM systems, this paper suggests that high-involvement HRM systems can be used to encourage the involvement and participation of women.

Details

Gender in Management: An International Journal , vol. 35 no. 2
Type: Research Article
ISSN: 1754-2413

Keywords

Article
Publication date: 7 September 2015

Baofeng Huo, Zhaojun Han, Haozhe Chen and Xiande Zhao

Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore…

4208

Abstract

Purpose

Taking an interdisciplinary approach, the purpose of this paper is to combine concepts from human resource management (HRM) and supply chain management (SCM) fields and explore the effects of high-involvement HRM practices on supply chain integration (SCI).

Design/methodology/approach

Using empirical survey data collected from ten countries, the authors examine the specific effects of three dimensions of high-involvement HRM practices – employee skills, incentives and participation – on three types of SCI – internal integration, supplier and customer integration. The authors use structural equation modeling and the maximum-likelihood estimation method to test the proposed relationships.

Findings

The results confirm the overall relevancy of HRM to SCI. However, several proposed links are not supported by the data collected.

Originality/value

This study makes both theoretical and managerial contributions by empirically examining the interface between HRM and SCI. More specifically, it examines the effects of different high-involvement HRM practices on different types of SCI. The findings will not only help researchers to better understand the interface, but will also guide managers in adjusting HRM practices to achieve desired operational goals.

Details

International Journal of Physical Distribution & Logistics Management, vol. 45 no. 8
Type: Research Article
ISSN: 0960-0035

Keywords

Book part
Publication date: 15 July 2019

Peter Boxall, Meng-Long Huo, Keith Macky and Jonathan Winterton

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual…

Abstract

High-involvement work processes (HIWPs) are associated with high levels of employee influence over the work process, such as high levels of control over how to handle individual job tasks or a high level of involvement at team or workplace level in designing work procedures. When implementations of HIWPs are accompanied by companion investments in human capital – for example, in better information and training, higher pay and stronger employee voice – it is appropriate to talk not only of HIWPs but of “high-involvement work systems” (HIWSs). This chapter reviews the theory and practice of HIWPs and HIWSs. Across a range of academic perspectives and societies, it has regularly been argued that steps to enhance employee involvement in decision-making create better opportunities to perform, better utilization of skill and human potential, and better employee motivation, leading, in turn, to various improvements in organizational and employee outcomes.

However, there are also costs to increased employee involvement and the authors review the important economic and sociopolitical contingencies that help to explain the incidence or distribution of HIWPs and HIWSs. The authors also review the research on the outcomes of higher employee involvement for firms and workers, discuss the quality of the research methods used, and consider the tensions with which the model is associated. This chapter concludes with an outline of the research agenda, envisaging an ongoing role for both quantitative and qualitative studies. Without ignoring the difficulties involved, the authors argue, from the societal perspective, that the high-involvement pathway should be considered one of the most important vectors available to improve the quality of work and employee well-being.

Book part
Publication date: 9 May 2023

Robert Weech-Maldonado, Akbar Ghiasi, Justin Lord, Ganisher Davlyatov, Larry Hearld, Ferhat Devrim Zengul and Kent Rondeau

Nursing homes experience high nursing staff turnover. Nursing staff in nursing homes is comprised of gray and blue collar workers that include registered nurses (RNs), licensed…

Abstract

Nursing homes experience high nursing staff turnover. Nursing staff in nursing homes is comprised of gray and blue collar workers that include registered nurses (RNs), licensed practical nurses (LPNs), and certified nurse assistants (CNAs). The relationship between human resource management (HRM)practices, organizational culture, and nursing staff turnover is examined in underresourced (high Medicaid) nursing homes. Survey data from 348 nursing home administrators (NHAs) of USA high Medicaid (85% or higher) facilities were merged with secondary data sources for 2017–2018. The dependent variables (nursing staff turnover rates) consisted of the percentages of RNs, LPNs, and CNAs that had voluntarily quit the organization during the past year. The independent variables were: (1) HRM practices (employee-centered and high involvement practices); and (2) organizational culture: clan, market, hierarchical, and non-dominant. Organizational and market variables were controlled for. Data were modeled using Poisson log-linear regression, and propensity score weights were used to adjust for potential survey non-response bias. Results show high involvement HRM practices and having a clan culture are associated with lower RN, LPN, and CNA staffing turnover. Study findings suggest that organizational culture and HRM practices may be instrumental in reducing nursing turnover in underresourced nursing homes.

Details

Management and Organizational Studies on Blue- and Gray-collar Workers: Diversity of Collars
Type: Book
ISBN: 978-1-80455-754-9

Keywords

Article
Publication date: 9 October 2007

Ingmar Björkman and Pawan Budhwar

The purpose of the paper is to examine the kind of HRM practices being implemented by overseas firms in their Indian subsidiaries and also to analyze the linkage between HRM

5308

Abstract

Purpose

The purpose of the paper is to examine the kind of HRM practices being implemented by overseas firms in their Indian subsidiaries and also to analyze the linkage between HRM practices and organizational performance.

Design/methodology/approach

The paper utilizes a mixture of both quantitative and qualitative techniques via personal interviews in 76 subsidiaries.

Findings

The results show that while the introduction of HRM practices from the foreign parent organization is negatively associated with performance, local adaption of HRM practices is positively related with the performance of foreign firms operating in India.

Research limitations/implications

The main limitations include data being collected by only one respondent from each firm, and the relatively small sample size.

Practical implications

The key message for practitioners is that HRM systems do improve organizational performance in the Indian subsidiaries of foreign firms, and an emphasis on the localization of HRM practices can further contribute in this regard.

Originality/value

This is perhaps the very first investigation of its kind in the Indian context.

Details

Employee Relations, vol. 29 no. 6
Type: Research Article
ISSN: 0142-5455

Keywords

Open Access
Article
Publication date: 16 October 2017

Ashish Malik, Brendan Boyle and Rebecca Mitchell

The purpose of this paper is to examine innovation in the resource-constrained context of India’s healthcare industry. It is argued that the process of innovation in addressing…

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Abstract

Purpose

The purpose of this paper is to examine innovation in the resource-constrained context of India’s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role.

Design/methodology/approach

A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the “case” of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity.

Findings

The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers.

Originality/value

This study represents an exploration of innovation in the context of India’s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.

Details

Personnel Review, vol. 46 no. 7
Type: Research Article
ISSN: 0048-3486

Keywords

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