Human Resource Management Practices and Innovation

摘要: This chapter surveys, organizes, and critically discusses the literature on role of human resource practices for explaining innovation outcomes. We specifically put an emphasis what is often called "new" or "modern" HRM practices—practices that imply high levels delegation decisions, extensive lateral vertical communication channels, use reward systems. discuss how individual influence innovation, clustering specific matters while drawing attention to notion complementarities between practices. Moreover, we various possible moderators mediators HRM/innovation link, such as type knowledge involved (tacit/codified), sharing, social capital, network effects. argue—despite substantial progress made in pertinent literature—that precise causal mechanisms underlying links remain poorly understood. Against this backdrop suggest avenues future research.