Collaborative-based HRM practices and open innovation : a conceptual review

Jacky F. L. HONG, Xi ZHAO, Robin Stanley SNELL

Research output: Journal PublicationsJournal Article (refereed)

4 Citations (Scopus)

Abstract

This conceptual paper analyses the role of collaborative-based HRM practices in supporting open innovation. There is already an extensive literature that investigates the impact of HRM practices on organizations’ innovation performance. As organizational boundaries become increasingly permeable and knowledge flows more freely, open innovation continues to receive close attention in management studies. However, relationships between HRM practices and open innovation have still not been examined. From a knowledge management perspective, we identify three kinds of barrier that may deter or impede open innovation. These relate to cognitive biases, concerns about transaction costs, and shortfalls in terms of organization capability. We also discuss the role of four types of collaboration-oriented HRM practices (i.e., teamwork-based recruitment, training in teamwork skills, team-based appraisals and rewards, and rotational job design) in reducing barriers to open innovation. Based on our analyses, we envisage future research directions about the role of collaborative-based HRM practices in supporting open innovation.
Original languageEnglish
Pages (from-to)31-62
Number of pages32
JournalInternational Journal of Human Resource Management
Volume30
Issue number1 (Annual Review)
Early online date13 Nov 2018
DOIs
Publication statusPublished - 2019

Keywords

  • collaborative-based HRM practices
  • knowledge management
  • Open innovation
  • organizational capability
  • transaction costs

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