The role of collaborative human resource management in supporting open innovation: A multi-level model

IF 8.2 1区管理学 Q1 MANAGEMENT

Human Resource Management Review Pub Date : 2023-06-01 DOI:10.1016/j.hrmr.2022.100942

Aurelia Engelsberger , Timothy Bartram , Jillian Cavanagh , Beni Halvorsen , Marcel Bogers

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引用次数: 3

Abstract

With open innovation (OI) playing an important role in many organizations' innovation strategy, there is growing interest in the human aspects of OI. An important challenge for managing OI remains the motivation of individuals for knowledge sharing and sourcing (KSS). To address this issue, we argue that managers responsible for OI need to use collaborative human resource management (collaborative HRM) practices to create the conditions to develop relational leadership and an open innovation mindset (OI mindset) among employees. Since OI research is largely focused on the organizational level, the micro-foundations of OI, as well as the interdependencies across team and individual levels are not yet fully understood. There is no systematic approach for understanding the role of collaborative HRM and the process through which employees' KSS and use OI within their organizations. We build on social exchange theory to develop a multi-level model of collaborative HRM practices used through relational leadership and OI mindset to enable employees to KSS and improve OI performance.

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协同人力资源管理在支持开放式创新中的作用:一个多层次模型

随着开放式创新(OI)在许多组织的创新战略中扮演着重要的角色，人们对开放式创新的人的方面越来越感兴趣。管理OI的一个重要挑战仍然是个人的知识共享和采购(KSS)动机。为了解决这个问题，我们认为负责OI的管理者需要使用协作人力资源管理(collaborative HRM)实践来创造条件，在员工中发展关系领导和开放式创新心态(OI心态)。由于OI研究主要集中在组织层面，因此OI的微观基础，以及跨团队和个人层面的相互依赖关系还没有被完全理解。没有系统的方法来理解协作式人力资源管理的角色，以及员工的KSS和在其组织中使用OI的过程。我们以社会交换理论为基础，通过关系领导和成骨心态，开发了一个多层次的协作式人力资源管理实践模型，使员工能够实现KSS并提高成骨绩效。

本文章由计算机程序翻译，如有差异，请以英文原文为准。

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来源期刊

Human Resource Management Review MANAGEMENT-

CiteScore

20.20

自引率

7.00%

发文量

审稿时长

48 days

期刊介绍： The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding. Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.