Skip Navigation

This Article
Right arrow Full Text (PDF)
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Services
Right arrow Email this article to a friend
Right arrow Alert me to new issues of the journal
Right arrow Add to My Personal Archive
Right arrow Download to citation manager
Right arrow Search for citing articles in:
ISI Web of Science (16)
Right arrowRequest Permissions
Google Scholar
Right arrow Articles by Laursen, K.
Right arrow Articles by Foss, N. J.
Right arrow Search for Related Content
Related Collections
Right arrow C25 - Discrete Regression and Qualitative Choice [...]
Right arrow D23 - Organizational Behavior; Transaction Costs; [...]
Social Bookmarking
Add to CiteULike   Add to Connotea   Add to Del.icio.us  
What's this?

Cambridge Journal of Economics 27:243-263 (2003)
Copyright © 2003 Cambridge Political Economy Society

Article

New human resource management practices, complementarities and the impact on innovation performance

Keld Laursen and Nicolai J. Foss

*Copenhagen Business School.

Address for correspondence: LINK, Department of Industrial Economics and Strategy, Copenhagen Business School, Solbjergvej 3, 2000 Frederiksberg, Denmark; email: kl.ivs{at}cbs.dk, njf.ivs{at}cbs.dk

Abstract

In this paper, we take our theoretical point of departure in recent work in organisational economics on systems of human resource management (HRM) practices. We develop the argument that just as complementarities between new HRM practices influence financial performance positively, there are theoretical reasons for expecting them also to influence innovation performance positively. We examine this overall hypothesis by estimating an empirical model of innovation performance, using data from a Danish survey of 1,900 business firms. Using principal component analysis, we identify two HRM systems which are conducive to innovation. In the first one, seven of our nine HRM variables matter (almost) equally for the ability to innovate. The second system is dominated by firm-internal and firm-external training. Of the total of nine sectors that we consider, we find that the four manufacturing sectors correlate with the first system. Firms belonging to wholesale trade and to the ICT intensive service sectors tend to be associated with the second system.

Key Words: Innovation • Human resource management practices • Organisational complementarities • Evolutionary economics


Add to CiteULike CiteULike   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us    What's this?


This article has been cited by other articles:


Home page
 Organization StudiesHome page
S. Beugelsdijk
Strategic Human Resource Practices and Product Innovation
Organization Studies, June 1, 2008; 29(6): 821 - 847.
[Abstract] [PDF]

Home page
 Ind Corp ChangeHome page
A. Arundel, E. Lorenz, B.-A. Lundvall, and A. Valeyre
How Europe's economies learn: a comparison of work organization and innovation mode for the EU-15
Ind. Corp. Change, December 1, 2007; 16(6): 1175 - 1210.
[Abstract] [Full Text] [PDF]

Home page
 Ind Corp ChangeHome page
M. G. Colombo, M. Delmastro, and L. Rabbiosi
"High performance" work practices, decentralization, and profitability: evidence from panel data
Ind. Corp. Change, December 1, 2007; 16(6): 1037 - 1067.
[Abstract] [Full Text] [PDF]

Home page
 OrganizationHome page
N. J. Foss
The Emerging Knowledge Governance Approach: Challenges and Characteristics
Organization, January 1, 2007; 14(1): 29 - 52.
[Abstract] [PDF]


Disclaimer:
Please note that abstracts for content published before 1996 were created through digital scanning and may therefore not exactly replicate the text of the original print issues. All efforts have been made to ensure accuracy, but the Publisher will not be held responsible for any remaining inaccuracies. If you require any further clarification, please contact our Customer Services Department.