In this paper, the authors examine the links between human resource management, including learning and development practices, and building innovation capacity.
The survey component of the research found only limited evidence for the links between human resource management and innovation capacity, although some management practices such as the bundling of high performance work practices were found to have some association with innovation capacity. Subsequent case studies found a lack of understanding by large enterprises of the role of human resource management in fostering innovation capacity. This was seen to have implications for the tertiary education system in stimulating demand for innovation courses.
Authors: Andrew Smith, Jerry Courvisanos, Jacqueline Tuck, (University of Ballarat), Steven McEachern (Australian National University).