QUEENS BELFAST, Wed 23rd November, 2016
The innovation literature is dominated by research on scientific and technological innovation and commercialisation and this is reflected in policy debates, priorities and interventions. There is, however, an increasing understanding that focusing on this alone, while important, is insufficient. Organisational effectiveness and performance may depend as on the ability of an organisation to explore and engage the creative and innovative capacity of all employees, including those who do not have a specific remit to contribute to deliver innovation. In this conceptual paper (which is a working document), using creativity job requirement and level of analysis as two dimensions, we consider the HRM practices/ configurations that promote expected and unexpected innovation at both individual and collective levels. HR architecture research suggests that organizations may utilize a variety of HR configurations to manage different employee groups (Lepak & Snell, 1999; 2002). We work towards a typology that distinguishes between the creative and innovative orientation of employees, also reflecting levels of analysis. Taking a holistic yet differentiated approach towards managing different employees group would allow an organization to allocate its resources efficiently and enhance its innovation output.
Helen Shipton has been Professor of HRM at Nottingham Business School (NBS) since 2013 and before that was a senior academic at Aston Business School (ABS), Birmingham (2003- 2013). Helen is the Director of the NBS Centre of People, Innovation and Performance and having had responsibility for leading vocationally-oriented academic programmes such as the DBA at NBS and the CIPD accredited MSc in HRM at ABS has written and consulted widely on developing organizational cultures to foster employee creativity, learning and performance. Helen’s research interests centre on HRM, workplace learning and innovation and she has recently co-edited a book entitled Human Resource Management, Innovation and Performance which is unique in adopting a multi-level perspective, with a particular focus on building skills and capacity from the bottom up. Helen has published in many top-tier journals including Human Resource Management; Human Resource Management Journal; British Journal of Management; International Journal of Management Reviews and Journal of Organizational Behaviour. Helen has been invited to speak at venues including the Scottish Centre for Employment Research, Strathclyde Business School (June 2016) and Knowledge-Brief, London (July 2016). Helen is a member of the British Academy of Management Council and UK ambassador for the Academy of Management (US).
Power point Presentation here: queens-nov-2016