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The relationship between management’s emphasis on human resources and innovation The moderating effect of owner-/manager-managed structure
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Aug 31, 2019
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Abstract
In today's dynamic, changing business environment, an organization’s sustainable competitive advantages stem from its human resources. This study examined the relationships among management's emphasis on the importance of human resources, employee satisfaction of training, and innovative performance. The present study further investigated the effect of its (owner-/manager-managed) structure on the relationship between management's emphasis on the importance of human resources and employee satisfaction of training. To the end, this study analyzed three time-lagged data, consisting of 387 team leaders and 1,120 employees in a total of 161 companies from the Human Capital Corporate Panel(HCCP). The results showed that the management's emphasis on the importance of human resources is significantly related to employee satisfaction of education and training and innovation in turn, and the first relationship is stronger for the owner-managed firm than for the manager-managed.
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Kim, J., & Chung, G. (2019). The relationship between management’s emphasis on human resources and innovation: The moderating effect of owner-/manager-managed structure. Korean Journal of Industrial and Organizational Psychology, 32(3), 363–388. https://doi.org/10.24230/kjiop.v32i3.363-388
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References
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Beugelsdijk, S. (2008). Strategic human resource practices and product innovation. Organization Studies, 29(6), 821-847. https://doi.org/10.1177/0170840608090530
Black, S. E., & Lynch, L. M. (1996). Human-capital investments and productivity. The American Economic Review, 86(2), 263-267.
Bliese, P. D. (2000). Within-group agreement, non-independence, and reliability: Implications for data aggregation and analysis. In K. J. Klein & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations: Foundations, extensions, and new directions (pp. 349-381). San Francisco, CA, US: Jossey-Bass.
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Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29(2), 203-221. https://doi.org/10.2307/20159029
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Clark, K. D., Smith, K. G., & Oliver, C. (2003). Top management team social networks and organizational innovation: An information theory explanation of TMT value creation. Administrative Science Quarterly, 26.
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Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39(4), 802-835. https://doi.org/10.5465/256713
Demsetz, H., & Lehn, K. (1985). The structure of corporate ownership: Causes and consequences. Journal of Political Economy, 93(6), 1155-1177. https://doi.org/10.1086/261354
Dhamodharan, V., Daniel, B. J. C., & Ambuli, M. T. (2010). An empirical study on assessing trainees’ expectations and their perceptions. International Business Research, 3(2), 174. https://doi.org/10.5539/ibr.v3n2p174
Drucker, P. F. (1985). Innovation and entrepreneurship practices and principles. AMACON.
Elenkov, D. S., Judge, W., & Wright, P. (2005). Strategic leadership and executive innovation influence: an international multi cluster comparative study. Strategic Management Journal, 26(7), 665-682. https://doi.org/10.1002/smj.469
Ferris, G. R., & Kacmar, K. M. (1992). Perceptions of organizational politics. Journal of Management, 18(1), 93-116. https://doi.org/10.1037/t08748-000
George, J. M., & Bettenhausen, K. (1990). Understanding prosocial behavior, sales performance, and turnover: A group-level analysis in a service context. Journal of Applied Psychology, 75(6), 698–709. https://doi.org/10.1037/0021-9010.75.6.698
Geyskens, I., Steenkamp, J.-B. E. M., & Kumar, N. (2006). Make, Buy, or Ally: A Transaction Cost Theory Meta-Analysis. Academy of Management Journal, 49(3), 519–543. https://doi.org/10.5465/amj.2006.21794670
Goldstein, I. L. (1980). Training in work organizations. Annual Review of Psychology, 31(1), 229-272. https://doi.org/10.1146/annurev.ps.31.020180.001305
Gospel, H., & Pendleton, A. (2003). Finance, corporate governance and the management of labour: A conceptual and comparative analysis. British Journal of Industrial Relations, 41(3), 557-582. https://doi.org/10.1111/1467-8543.00287
Grossman, S. J., & Hart, O. D. (1986). The costs and benefits of ownership: A theory of vertical and lateral integration. Journal of Political Economy, 94(4), 691-719. https://doi.org/10.1086/261404
Gubbins, C., Garavan, T. N., Hogan, C., & Woodlock, M. (2006). Enhancing the role of the HRD function: The case of a health services organisation. Irish Journal of Management, 27(1), 171-206.
Hambrick, D. C., & Mason, P. A. (1984). Upper echelons: The organization as a reflection of its top managers. Academy of Management Review, 9(2), 193-206. https://doi.org/10.5465/ambpp.1982.4976402
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635-672. https://doi.org/10.2307/256741
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