Logo image
The HRM practices of innovative knowledge-intensive firms
Journal article   Peer reviewed

The HRM practices of innovative knowledge-intensive firms

F Joørgensen, Karen Becker and J Matthews
International Journal of Technology Management, Vol.56(2-4), pp.123-137
2011
url
https://doi.org/10.1504/IJTM.2011.042978View
Published Version

Abstract

case study HRM HRM practices human resource management innovation KIF knowledge intensive firms production firms R&D
There is little research on HRM practices in knowledge-intensive firms (KIFs), especially in comparison to that conducted in traditional production environments. Whether such HRM practices are appropriate for KIFs, particularly ones that differentiate themselves on their ability to innovate, is the basis of this research. The study investigates the HRM practices being used by four innovative firms: Two KIFs and two traditional production companies. The findings suggest that there are some similarities between the HRM practices of the case firms, but there are also important differences. Specifically, the KIFs emphasise use of selection criteria and processes that secure a workforce with a desire for challenging work and the ability to work collaboratively. The KIFs are also more likely to provide a breadth of training and development opportunities for teams and individuals, to make extensive use of performance management systems, and to utilise a range of strategies to encourage and reward innovation. Copyright © 2011 Inderscience Enterprises Ltd.

Details

Metrics

InCites Highlights

These are selected metrics from InCites Benchmarking & Analytics tool, related to this output

Collaboration types
Domestic collaboration
International collaboration
Web Of Science research areas
Engineering, Multidisciplinary
Management
Operations Research & Management Science

UN Sustainable Development Goals (SDGs)

This output has contributed to the advancement of the following goals:

#9 Industry, Innovation and Infrastructure

Source: InCites

Logo image