Abstract
An increasing number of organizations across the global economy are implementing human resource management (HRM) practices aimed at enhancing their success and market competiveness. An important source of competitiveness is organizational innovation, defined as the implementation of ideas or behaviors that are new to the organization. So far, however, the effect of HRM practices on organizational innovation, and the role of national culture as a moderator of this effect, has received little investigation. In the current study we attempted to close this gap by exploring the relationship between a set (bundle) of innovation-supportive HRM practices and organizational innovation, and the moderating effect of national cultural practices on this relationship, in a sample of over 5,000 organizations across 22 countries in North America, Europe, Asia, and the Middle East. The results supported our hypotheses that the set of innovation-supportive HRM practices is related to organizational innovation, and that nat...
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