人力资源管理工作与开放式创新:来自案例研究的证据

Björn Remneland Wikhamn, A. Styhre, Wajda Wikhamn
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引用次数: 7

摘要

摘要本文提出了一个企业在开放式创新中使用人力资源管理的框架。尽管开放式创新在创新管理领域获得了广泛认可,因为企业为了推进创新而开放了知识流入和流出的边界,但很少有实证论文将人力资源管理文献与这一现象联系起来。我们的分析基于对制药公司阿斯利康(AstraZeneca)及其开放式创新计划BioVentureHub实施情况的探索性定性研究。我们确定了人力资源管理工作的三个主要领域:入站、出站和耦合人力资源管理工作。此外,我们说明了这些人力资源管理活动如何与开放式创新倡议的发展以及当前的人力资源管理和开放式创新文献相关。该框架确定了人力资源管理活动,不仅针对内部员工,也针对参与开放式创新活动的外部人力资源。这种人力资源管理工作主要是通过非正式的方式进行的,与东道国公司的业务分开。我们的实证研究有助于将开放式创新与人力资源管理联系起来的有限且主要是概念性的研究,增加了我们对企业如何在实践中使用人力资源管理工作来管理开放式创新举措的了解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
HRM work and open innovation: evidence from a case study
Abstract This paper proposes a framework for firm use of HRM when engaging in open innovation. Whereas open innovation has gained wide recognition in the innovation management field, as firms open their boundaries to knowledge inflow and outflow to advance innovation, very few empirical papers link the HRM literature to this phenomenon. We base our analysis on an exploratory qualitative study of the pharmaceutical corporation AstraZeneca and its implementation of an open innovation initiative called BioVentureHub. We identify three main areas of HRM work: inbound, outbound, and coupled HRM work. Furthermore, we illustrate how these HRM activities relate to the development of the open innovation initiative and to current HRM and open innovation literature. The framework identifies HRM activities that target not only internal employees, but also external human resources engaged in the open innovation initiative. This HRM work is mainly conducted through informal means, separate from the host corporation’s business as usual. Our empirical study contributes to the limited and mainly conceptual research connecting open innovation with HRM, increasing our knowledge of how corporations use HRM work to manage open innovation initiatives in practice.
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