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- Publisher
- Taylor & Francis
- Copyright
- © 2015 Taylor & Francis
- ISSN
- 1466-4399
- eISSN
- 0958-5192
- DOI
- 10.1080/09585192.2015.1047393
- Publisher site
- See Article on Publisher Site
Abstract
This paper analyzes the effect of systems of human resource management (HRM) practices on a company's innovation capabilities. To date, few studies have analyzed the way a firm may be more innovative by using specific sets of high-performance HRM practices from an intellectual capital-based view of the firm. From an extensive literature review, a model was established and tested through structural equation modelling, using the statistical technique of partial least squares. The study was applied to a sample of technological firms in Spain and the results show that high-profile personal HRM practices positively influence human capital while collaborative HRM practices influence social capital, which, in turn, affect innovation capabilities by means of, respectively, total and partial mediating effects. Managerial and HRM implications of these results are drawn by the authors, highlighting the idea of paying increased attention to managing firms with a focus on strategic intangible assets in order to gain competitive advantages based on innovation.
Journal
International Journal of Human Resource Management – Taylor & Francis
Published: May 14, 2016
Keywords: HRM practices; human capital; innovation capabilities; mediating effects; partial least squares; social capital; Spain