Abstract
The purpose of this study is to explore the roles of various HRM practices in the three stages of organisational innovation, considering a complex business environment. Because the research outcomes require presenting an analysis of the dynamic effects caused by different strategies and management actions in a social context, this dissertation decided to apply qualitative research. The researcher conducted in-depth semi-structured interviews with thirteen respondents from diverse companies and positions related to HR and strategy work. After completing the collection and analysis of the data, this study found that strategically aligned HRM and innovation could provide a valuable boost to future business development. Meanwhile, the researcher found value in providing a theoretical model to inform the rational choice of HRM practices in organisational innovation. This collected primary and secondary data helped this study to construct an Integration model of different HRM practices and stages of organisational innovation. The value of this Integration model includes a visual representation of a sustainable HRD flow framework and the way HRM is involved in innovation activities. Also, for managers, the model can be used to flexibly match various bundles of HRM practices to the three stages of innovation, resulting in better innovation performance.
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