Commitment-based HR practices, different types of innovation activities and firm innovation performance


Ceylan C.

INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, vol.24, no.1, pp.208-226, 2013 (Journal Indexed in SSCI) identifier identifier

  • Publication Type: Article / Article
  • Volume: 24 Issue: 1
  • Publication Date: 2013
  • Doi Number: 10.1080/09585192.2012.680601
  • Title of Journal : INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT
  • Page Numbers: pp.208-226

Abstract

Research on human resource (HR) practices and innovation has increased in the strategic HR management literature over the last decades. Scholars suggest that commitment-based HR practices contribute to innovation performance of the firm. However, prior research puts little emphasis on the causal linkages among commitment-based HR practices, different types of innovation activities and firm innovation performance. This article opens the black box of the relationship between HR management and firm performance by examining the causal relationships among a bundle of commitment-based HR practices (i.e. a commitment-based HR system), different types of innovation activities and firm innovation performance. On the basis of a survey of 103 Turkish firms, empirical results show that a commitment-based HR system has a positive effect on process, organizational and marketing innovation activities. Furthermore, a commitment-based HR system mainly affects organizational innovation activities and shows that these innovation activities are the core drivers of process and marketing innovation activities, leading to higher rate of product innovation activities. Subsequently, product innovation activities enhance firm innovation performance, emphasizing their determinant role.