Appendix 1 Overview of HRM Innovation Studies

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1 Appendix 1 Overview of HRM Innovation Studies Study 1.Context: where and how was the study conducted and who were the respondents? 2.Measure of used: denotations: 3.HRM practices Which HRM practices are used in the studies? = significant positive influence = no significant influence = significant negative influence *= qualitative study, not possible to indicate MO = moderator, ME = mediator 3. What are the direct effects of HRM on? Which moderators (MO) or mediators (ME) are used? What are the effects of these moderators (MO) or mediators (ME)? 1.Hope Hailey (21) 2.Laursen (22) 3.Laursen & Foss (23) Longitudinal case study (including a combination of interviews and survey evidence) in UKbased head office of large multinational company Sample of 726 Danish knowledgeintensive firms with more than 5 employees in manufacturing and private services Danish survey of 1,9 business firms Organization s ability to innovate HR practices including training, appraisal system and performance management Estimated probability of Complementary HR practices MO: Level of knowledgeintensiveness Estimated probability of Complementary HR practices MO: complementarities of HRM practices and sector * 4.Lau & Ngo (24) 5.Bondarouk & Kees Looise (25) 6.Jiménez Jiménez & SanzValle (25) Survey of 332 firms in Hong Kong Three case studies in Dutch organizations Survey (sent to a CEO of each firm) of firms with more than 25 employees from the most significant industries of the region of Murcia in Spain, a total of 376 firms (18 CEOs responded) Perceived firm performance in area of development of new products or services IT implementation Perceived strategy related to e.g. product and technological, as well as to staff qualifications. Trainingfocused HR Performancebased rewards Team development A number of HRM practices relating e.g. to job design, communication, participation and rewards * Recruitment Hiring Training Performance appraisal Internal career opportunities Participation ME: Organizational culture Compensation Practice bundles 7.Shipton al. (25) et Longitudinal study of managers from 111 UK Estimations of activities in and amount of product Sophistication of HR system HR for learning climate

2 8.Dorenbosch et al. (25) 9.Wang & Zang (25) manufacturing firms Pay level determined by appraisal Survey of 243 employees of large Dutch local government organization, working in administrative, knowledgeintensive professions. Survey of 29 managers from companies operating in China Evaluation of in production technology Sophistication of HR system HR for learning climate Pay level determined by appraisal Perceived process Sophistication of HR system HR for learning climate Pay level determined by appraisal Innovative work behaviours Highcommitment HR bundle ME: Production ownership (i.e. (Selfreported) ownership for their job) Perceived innovative performance (both technical and process) Strategic HRM practices Functional HRM practices 1. Collins & Smith 11.Liao et al. (26) 12. Li et al. (26) 13.Shipton et al. (26) Survey of CEO, HR managers and workers of 136 knowledge intensive companies (high technology) in the US Survey of 29 CEOs in Taiwanese IT firms Study of top managers from 194 Chinese hightech firms Longitudinal study of 22 UK manufacturing companies. Data gathered in managerial interviews in 22 companies Revenue from new products and services and oneyear sales growth 16 individual commitment based HR practices were used to assess the use of HR, a low score indicates a low usage ME: Trust ME: Cooperation ME: Shared language ME: Knowledge exchange & combination Perceived product Behaviour control MO: Task Output control characteristics Input control Behaviour control MO: Expectations Output control Input control Perceived technological Training Material incentives Nonmaterial incentives Outcome appraisal and control Process appraisal Evaluation of product Exploratory learning Training Appraisal

3 14.Verburg et al. (27) 15.Chen & Huang (28) 16.Walsworth & Verma (27) 17.Jiménez Jiménez & SanzValle (28) 18.Zanko al. (28) et and data from surveys of the same companies. Survey of 175 Dutch HR professionals Survey of 146 top managers in Taiwanese firms Survey of Canadian workplaces and employees, 2,553 workplaces Interview survey of 173 executives of Spanish firms Case study in Australian subsidiary of European manufacturer of military Perceived in technical systems Perceived organizational relating to external and internal aspects of technological and administrative s Induction Contingent pay Extent of team work Complementary effects Exploratory learning Training Appraisal Induction Contingent pay Extent of team work Complementary effects Bureaucratic HR bundle Flexibility and professionalism bundle Perceived technological Staffing ME: Knowledge Training management partial partial Participation Performance appraisal Compensation Perceived administrative Staffing ME: Knowledge Training management Participation Performance appraisal Compensation Product Variable pay / MO: Training internationalization Employee involvement Process Variable pay Training Employee involvement Product HR system Process HR system Administrative HR system Innovative crossfunctional approach to new product development Various HR practices and issues *

4 electronics systems 19. Amstrong et al. (21) 2. De Saá Pérez & Díaz Díaz (21) 21. Wei et al. (211) A survey of Irish companies representing various industries, responses from the managing director and HR managers of each company Survey of 157 firms in Canary Islands representing various industries A questionnairesurvey of 223 executive managers in China, respondents include HRM managers and CEO/finance managers Percent of sales derived from recently introduced products and services The number of new products and processes over the previous five years An evaluated number of new products developed in comparison to industry average 18 HR practices to form an index presenting a measure of HPWS HRM system in terms of degree of commitment fostering practices (high or low commitment HRM system) An eightitem measure that was used to describe the extent to which the firms had adopted SHRM practices MO: Developmental culture and firm structure for developmental culture for firm structure for threeway interaction 22. Chang et al., (212), 23.Jiang, Wang & Zhao (212) 24. Heffernan et al. (29) 25.Lopez Cabralez et al. (29) 26.Beugelsdijk (28) A survey of Chinese high technology firms, respondents include CEOs and directors as well knowledge workers Survey of 16 firms in China (data collected separately from three different groups of respondents) Secondary data based on People Management in Ireland Survey. 2, top companies. Respondents include HR managers Survey of 86 managers responsible for R&D departments in innovative Spanish industries Survey questionnaire of 998 Dutch firms, applied in person Perceived firm innovativeness as rated by the respondents Administrative Technological Proportion of total sales coming from products or services introduced within the previous 12 months as a part of a performance measure Perceived product activity Share of improved products in total sales Coordination flexibility orientated HRM and resource flexibliity orientated HR; hiring and selection reward job design teamwork training performance appraisal Highperformance work systems: employee resourcing; training and development; performance management and remuneration; communication and involvementfamily friendly/work life balance. ME: Potential absorptive capacity and realized absorptive capacity ME: Employee creativity ME: Creativity climate Knowledgebased HRM practices ME: Unique Collaborative HRM practices knowledge ME: Valuable knowledge Training and schooling Task rotation Job autonomy Flexible working hours Shortterm contracts Performancebased pay Share of radically new products in Training and schooling, partial mediation for communication and involvement

5 27.Perdomo Ortiz et al. (29) 28.Cooke & Saini (21) 29.Sanders et al. (21) 3. Lin (211) 31. De Winne & Sels (21) 32. Alfes et al. (213) Survey of 16 respondents from medium and large Spanish industrial firms Qualitative survey of 54 Indian managers Survey of 272 employees in four Dutch and German technical organizations Survey of 86 information and electronics companies in Taiwan. A survey study 294 Belgian startups (12 years old, 149 employees) A survey of 1,153 workers in recycling and waste management in the UK total sales Task rotation Job autonomy Flexible working hours Shortterm contracts Performancebased pay Perceived technological Training MO: Strategic Teamwork orientation towards Controlled extrinsic motivation Perceived nontechnological Perceived adoption of production, business process and customer service Innovative behaviour Employee creativity and organizational Innovation output (consisting of in production process, improvement of existing products/services, development of new products and services and in supporting processes (e.g. administration) Selfrated innovative work behaviors Autonomous extrinsic motivation Training MO: Strategic orientation towards Learning and development employee involvement quality initiatives performance management schemas employee welfare engagement schemas Practices relating to influence Practices relating to flow Practices relating to primary rewards Practices relating to secondary rewards Content IT and Virtual Organization (relating to HRM) A number of knowledgemanagement related HRM practices implemented Perceptions of HR based on practices identified by the highperformance literature: selection, training, reward systems, career management, development opportunities and feedback mechanisms ME: work engagement

6 33. Zhou et al. (213) 34. Ling & Mohd (21) 35. Fu et al. (215) Survey of 179 organizations in China (multiple sources) Survey of 674 large manufacturing companies in Malaysia Survey of Irish accounting firms, in total 195 HR managers/partners/directors represented 12 firms Firm and performance Organizational Product and administrative Annual revenue per professional staff from new services and clients Commitment oriented HRM system (consisting of 15 items) Collaboration oriented HRM system (using 6 items) performance appraisal career management training reward system recruitment HPWS index created to measure the presence and use of HRM practices (only for administrative ) (for all product, process and administrative MO: Complementary effect between commitment and collaborationorientated HRM systems ME: employee innovative work behaviors

Author(s) and year Hope Hailey (2001)

Author(s) and year Hope Hailey (2001) Laursen (2002) Laursen & Foss (2003) Lau & Ngo (2004) Bondarouk & Looise Dorenbosch et al. Jiménez- Jiménez & Sanz-Valle Main HRM definition used in the study (page