How Do HRM Practices Relate To Innovation Performance In Information Technology Firms

Eva Petiz Lousã,Eulália Matos Pinto,Ana Cláudia Rodrigues

doi:10.5171/2020.306950

Abstract

How Do HRM Practices Relate To Innovation Performance In Information Technology Firms

Highlights

Increasing globalization and business dynamics encourage companies to become innovative in responding to threats and opportunities that arise in this competitive market (Donate, Penã and Pablo, 2016)
To analyze the case studies, the following were considered: the nine Human resources management (HRM) practices categories of Posthuma et al (2013) together with their 61 individual HRM practices and the three innovation dimensions proposed by Lousã (2013) and Lousã and Gomes (2017), that include the performance indicators as productivity (Huselid, 1995), profit per employee and employment growth (Rauch, Frese and Utsch, 2005)
The HRM practices of the four case studies were analyzed according to the categories proposed by Posthuma et al (2013) and the relation to innovation mentioned in the interviews

Summary

Introduction

Increasing globalization and business dynamics encourage companies to become innovative in responding to threats and opportunities that arise in this competitive market (Donate, Penã and Pablo, 2016). We are currently witnessing an outpouring and growth of technology companies globally and locally, and the HRM practices link to innovation and performance in technological firms is not explicitly studied Challenges presented by this sector, namely its volatility,which is subjected to rapid technological changes (McAfee and Brynjolfsson, 2008), pressured to continually adapt to market (Pan, Huang and Gopal, 2016), and technological changes (Becker and Gerhart, 1996), explain the need for constant innovation if they want to survive and much more if they want to improve organizational performance. Despite a growing increase in publications in this domain, this field of research is fragmented and presents some gaps that this paper aims to fill with this study, namely regarding the measurement of HRM practices and innovation, as well as the research design since there are few qualitative, longitudinal and comparative studies (Seeck and Diehl, 2016). The aim is to: (1) identify and characterize HRM practices adopted on the studied firms; (2)

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