Knowledge-oriented human resource configurations, the new product development learning process, and perceived new product performance

We propose a set of organizational efforts that can help companies accumulate and learn knowledge related to new product development (NPD) activities. We call it the NPD learning process and argue that a set of coherent human resource management (HRM) practices, termed knowledge-oriented human resource (HR) configuration, can facilitate the NPD learning process. Collecting survey data from Taiwan, we find that the knowledge-oriented HR configuration is positively related to the NPD learning process and that the NPD learning process is positively related to managers' perceived new product performance. This study contributes to the literature of strategic HRM and innovation management.

[1]  Ken G. Smith,et al.  Existing Knowledge, Knowledge Creation Capability, and the Rate of New Product Introduction in High-Technology Firms , 2005 .

[2]  James Guthrie,et al.  HUMAN RESOURCE MANAGEMENT AND LABOR PRODUCTIVITY: DOES INDUSTRY MATTER? , 2005 .

[3]  D. Teece,et al.  DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT , 1997 .

[4]  Neil A. Morgan,et al.  Benchmarking Marketing Capabilities for Sustainable Competitive Advantage , 2005 .

[5]  John C. Narver,et al.  Market Orientation and the Learning Organization , 1995 .

[6]  Carrie R. Leana,et al.  Organizational Social Capital and Employment Practices , 1999 .

[7]  Mark A. Huselid,et al.  The Impact of Human Resource Management Practices on Perceptions of Organizational Performance , 1996 .

[8]  M. Gordon,et al.  PUBLICATION RECORDS AND TENURE DECISIONS IN THE FIELD OF STRATEGIC MANAGEMENT , 1996 .

[9]  S. Jackson,et al.  Linking Competitive Strategies with Human Resource Management Practices , 1987 .

[10]  Angel Cabrera,et al.  Determinants of individual engagement in knowledge sharing , 2006 .

[11]  D. Leonard-Barton.  CORE CAPABILITIES AND CORE RIGIDITIES: A PARADOX IN MANAGING NEW PRODUCT DEVELOPMENT , 1992 .

[12]  Jeffrey H. Dyer,et al.  Alliance capability, stock market response, and long‐term alliance success: the role of the alliance function , 2002 .

[13]  Keld Laursen,et al.  New human resource management practices, complementarities and the impact on innovation performance , 2003 .

[14]  Jin K. Han,et al.  Market Orientation and Organizational Performance: Is Innovation a Missing Link? , 1998 .

[15]  Mohan Subramaniam,et al.  The Influence of Intellectual Capital on the Types of Innovative Capabilities , 2005 .

[16]  Constance E. Helfat,et al.  The dynamic resource-based view: capability lifecycles , 2003 .

[17]  P. Bliese.  Group Size, ICC Values, and Group-Level Correlations: A Simulation , 1998 .

[18]  J. Guthrie,et al.  The role of human capital philosophy in promoting firm innovativeness and performance: test of a causal model , 2007 .

[19]  James M. Sinkula.  Market Information Processing and Organizational Learning , 1994 .

[20]  Charbel José Chiappetta Jabbour,et al.  The central role of human resource management in the search for sustainable organizations , 2008 .

[21]  Sjoerd Beugelsdijk,et al.  Strategic Human Resource Practices and Product Innovation , 2008 .

[22]  Mark A. Huselid.  The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance , 1995 .

[23]  Bih-Shiaw Jaw,et al.  Knowledge flows and performance of multinational subsidiaries: the perspective of human capital , 2006 .

[24]  Elazar J. Pedhazur,et al.  Measurement, Design, and Analysis: An Integrated Approach , 1994 .

[25]  Gilbert A. Churchill.  A Paradigm for Developing Better Measures of Marketing Constructs , 1979 .

[26]  Maurizio Zollo,et al.  Deliberate Learning and the Evolution of Dynamic Capabilities , 2002 .

[27]  Augustine A. Lado,et al.  Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective , 1994 .

[28]  R. Grover,et al.  From Embedded Knowledge to Embodied Knowledge: New Product Development as Knowledge Management , 1998 .

[29]  K. Atuahene–Gima,et al.  Resolving the Capability–Rigidity Paradox in New Product Innovation , 2005 .

[30]  I. Nonaka,et al.  How Japanese Companies Create the Dynamics of Innovation , 1995 .

[31]  Daniel Jiménez-Jiménez,et al.  Could HRM support organizational innovation? , 2008 .

[32]  Patrick M. Wright,et al.  Measurement error in research on human resources and firm performance: How much error is there and how does it influence effect size estimates? , 2000 .

[33]  M. Tushman,et al.  Resource recombinations in the firm: knowledge structures and the potential for schumpeterian innovation , 1998 .

[34]  Ken G. Smith,et al.  Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms , 2006 .

[35]  Jesús Perdomo-Ortiz,et al.  An analysis of the relationship between total quality management-based human resource management practices and innovation , 2009 .

[36]  J. Workman,et al.  Market Orientation, Creativity, and New Product Performance in High-Technology Firms , 2004 .

[37]  Daniel A. Levinthal,et al.  ABSORPTIVE CAPACITY: A NEW PERSPECTIVE ON LEARNING AND INNOVATION , 1990 .

[38]  M. Parry,et al.  A Cross-National Comparative Study of New Product Development Processes: Japan and the United States , 1997 .

[39]  Jyotsna Bhatnagar,et al.  The Indian perspective of strategic HR roles and organizational learning capability , 2005 .

[40]  Harbir Singh,et al.  Building firm capabilities through learning: the role of the alliance learning process in alliance capability and firm‐level alliance success , 2007 .

[41]  I. Nonaka.  A Dynamic Theory of Organizational Knowledge Creation , 1994 .

[42]  C. Collins,et al.  STRATEGIC HUMAN RESOURCE PRACTICES, TOP MANAGEMENT TEAM SOCIAL NETWORKS, AND FIRM PERFORMANCE: THE ROLE OF HUMAN RESOURCE PRACTICES IN CREATING ORGANIZATIONAL COMPETITIVE ADVANTAGE , 2003 .

[43]  Beth A. Bechky,et al.  When Collections of Creatives Become Creative Collectives: A Field Study of Problem Solving at Work , 2006, Organ. Sci..

[44]  R. Grant.  Toward a Knowledge-Based Theory of the Firm,” Strategic Management Journal (17), pp. , 1996 .

[45]  Timothy M. Gardner,et al.  THE RELATIONSHIP BETWEEN HR PRACTICES AND FIRM PERFORMANCE: EXAMINING CAUSAL ORDER , 2005 .

[46]  S. Morris,et al.  Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture , 2007 .

[47]  Jing-Wen Huang,et al.  Strategic human resource practices and innovation performance — The mediating role of knowledge management capacity , 2009 .

[48]  K. Atuahene–Gima,et al.  Market Knowledge Dimensions and Cross-Functional Collaboration: Examining the Different Routes to Product Innovation Performance , 2007 .

[49]  G. Huber.  Organizational Learning: The Contributing Processes and the Literatures , 1991 .

[50]  J. H. Dyer,et al.  Creating and managing a high‐performance knowledge‐sharing network: the Toyota case , 2000 .