Human Resource Management, Innovation and Performance

1. Front Matter

   Pages i-xxiii

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2. Human Resource Management, Innovation and Performance: Looking across Levels

   1. Human Resource Management, Innovation and Performance: Looking across Levels

      • Helen Shipton, Pawan Budhwar, Paul Sparrow, Alan Brown

      Pages 1-12

3. People, Innovation and Performance: An Overview

   1. Front Matter

      Pages 13-13

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   2. Strategic HRM, Innovation and HR Delivery for Human Resource Management, Innovation and Performance

      • Paul Sparrow

      Pages 15-31

   3. Human Resource Management and Innovative Behaviour: Considering Interactive, Informal Learning Activities

      • Karin Sanders, Cai-Hui Lin

      Pages 32-47

   4. Human Resource Development, Creativity and Innovation

      • Pauline Loewenberger

      Pages 48-65

   5. Applying an Apprenticeship Approach to HRD: Why the Concepts of Occupation, Identity and the Organisation of Workplace Learning Still Matter

      • Alison Fuller, Lorna Unwin

      Pages 66-79

   6. The Costs and Benefits of Apprenticeships to Employers: Policy, Funding and Training Quality

      • Lynn Gambin, Terence Hogarth

      Pages 80-94

4. People, Innovation and Performance: In Context

   1. Front Matter

      Pages 95-95

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   2. Innovativeness of Indian Firms — Catalysts and Deterrents

      • Smitha Nair, Kishore Gopalakrishna Pillai, Manjusha Hirekhan, Pawan Budhwar

      Pages 97-114

   3. Ensuring Engagement and Commitment to Innovative Behaviours in High-Growth, Medium-Sized Businesses

      • Frances Jørgensen

      Pages 115-129

   4. Exploratory Learners, HR Ambidexterity and e-HRM Projects

      • Carole Tansley, Susan Kirk

      Pages 130-144

   5. The Impact of Human and Client Capital on Innovation

      • Juani Swart, Nicholas Kinnie

      Pages 145-160

5. Leadership and Innovation

   1. Front Matter

      Pages 161-161

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   2. A Bird’s Eye View of the Creativity-Innovation Nexus: The Moderating Role of Supervisor Support and Decision Autonomy

      • Matej Černe, Tomislav Hernaus, Anders Dysvik, Miha Škerlavaj

      Pages 163-178

   3. Leadership Style and Behaviour, Employee Knowledge- Sharing and Innovation Probability

      • Maura Sheehan

      Pages 179-196

   4. A Tale of Two Approaches: How and Why a Person-Centred Approach would Provide New Insight into the Leadership of Innovation

      • Yvonne van Rossenberg

      Pages 197-212

   5. Leading the Diffusion of Intellectual Capital Management Practices in Science Parks

      • Ehsan Khavandkar, Nick Theodorakopoulos, Mark Hart, Jude Preston

      Pages 213-231

   6. Innovation, Leadership and Staff Engagement: Insights from CEOs

      • Johan Coetsee, Patrick C. Flood, Steven Kilroy

      Pages 232-246

6. The Bedrock for Innovation: Building Capability at the Individual Level

   1. Front Matter

      Pages 247-247

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Human Resource Management, Innovation and Performance investigates the relationship between HRM, innovation and performance. Taking a multi-level perspective the book reflects critically on contentious themes such as high performance work systems, organizational design options, cross-boundary working, leadership styles and learning at work.

• organisation
• leadership
• performance
• learning
• development
• occupation
• identity

• Nottingham Business School, UK

  Helen Shipton

• Aston University, UK

  Pawan Budhwar

• Lancaster University Management School, UK

  Paul Sparrow

• University of Warwick, UK

  Alan Brown

Helen Shipton is Professor of International HRM at Nottingham Business School, UK. Previously she has held positions as Senior Lecturer at Aston Business School, Birmingham, UK. Her research interests include HRM, innovation and performance and in particular, employee perceptions of HRM. She has published in leading journals including Human Resource Management, Journal of Organizational Behavior, Human Resource Management Journal and Management Learning, and is a member of the Editorial Board of Human Resource Management Journal. Helen is an elected member of the British Academy of Management Council and acted as the Principal Investigator for the ESRC-funded seminar series examining people, innovation and performance 2011-2013 that formed the basis of this book.
 
Pawan Budhwar is Professor of International HRM at Aston Business School, UK. He has authored/edited 13 Books and around 100 research papers in international refereed journals in the areas of international and strategic HRM in emerging markets with an emphasis on India. Pawan is the Editor-in-Chief of British Journal of Management and Associate Editor of Human Resource Management. He is the Co-Founder and First Past President of Indian Academy of Management, and a Fellow of the British Academy of Management, Higher Education Academy and the Academy of Social Sciences.

Paul Sparrow is the Director of the Centre for Performance-led HR and Professor of International Human Resource Management at Lancaster University Management School, UK. His research interests include cross-cultural and international HRM, HR strategy, performance-led HR and the employment relationship. He has consulted widely and is regularly voted amongst the Most Influential HR Thinkers by Human Resources magazine, listed from 2008- 2012 and in the Top 10 Most Influential for 2014-15.

Alan Brown is a Professorial Fellow at the Institute for Employment Research, University of Warwick, UK. His current research, which has a strong international orientation, focuses mainly upon changing occupational identities, continuing vocational training, developing adaptability in the labour market, and supporting knowledge sharing and development and learning in professional communities of practice.

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