Learning capabilities, human resource management innovation and competitive advantage

Abstract

The growing literature on innovation pays limited attention to the role of human resource management (HRM) innovation in creating competitive advantage. This paper adopts a knowledge-based approach to examine how firms design and implement HRM innovations (HRMIs) and how such innovations support competitive advantage. Drawing from multiple streams of literature and qualitative evidence from Australian manufacturing and service firms, our findings reveal that human resource (HR) functional-level learning capabilities, through which HR professionals build and nurture new knowledge configurations, facilitate the design and implementation of HRMIs. The findings also reveal that HRMIs, when coupled with top management support, can play a vital role in firm competitive advantage. Addressing the limitations of the term radical innovations to fully capture HRMIs and based on our findings and extant literature we propose a new classification that will capture the unique nature of HRMIs. In addition to contributing to theory, our paper provides valuable insights to practitioners for building and nurturing learning capabilities for HRMI-related competitive advantage.