Employees' perceptions of high-performance work systems and innovative behaviour: The role of exploratory learning

被引：63
作者：
Escriba-Carda, Naiara [1 ]
Balbastre-Benavent, Francisco [2 ]
Canet-Giner, M. Teresa [2 ]
机构：
[1] ESIC Business & Mkt Sch Valencia, Dept Business Adm, Avda Blasco Ibanez 55, Valencia 46021, Spain
[2] Univ Valencia, Dept Business Adm, Fac Econ, Avda Tarongers S-N, Valencia 46022, Spain
来源：
EUROPEAN MANAGEMENT JOURNAL | 2017年 / 35卷 / 02期
关键词：
High-performance work systems; Innovative behaviour; Exploratory learning; Partial least squares; HUMAN-RESOURCE MANAGEMENT; PERCEIVED ORGANIZATIONAL SUPPORT; MEDIATING ROLE; KNOWLEDGE MANAGEMENT; FIRM PERFORMANCE; HRM; IMPACT; COMMITMENT; CREATIVITY; ATTITUDES;
D O I：
10.1016/j.emj.2016.11.002
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This paper analyses the influence of employees' perceptions of high-performance work systems (HPWSs) on employees' exploratory learning and innovative behaviour. Furthermore, the mediating role of exploratory learning in this relationship has also been studied. To achieve these objectives, a quantitative analysis was conducted with a sample of 304 researchers from the Spanish public sector. Results showed the relevance of employees' perceptions of HPWSs in promoting exploratory learning and employees' innovative behaviour. The mediating role of exploratory learning in the relationship was assessed. The paper mentions the importance of workers' perceptions on the implementation of HPWSs and their impact on employees' behaviour. The paper also presents practical and theoretical implications. (C) 2016 Elsevier Ltd. All rights reserved.
引用
收藏
页码：273 / 281
页数：9
相关论文
共 98 条
[1]   Complex hierarchy: The strategic advantages of a trade-off between hierarchical supervision and self-organizing [J].
Accard, Philippe .
EUROPEAN MANAGEMENT JOURNAL, 2015, 33 (02) :89-103
[2]   Innovative human resource practices and organizational commitment: an empirical investigation [J].
Agarwala, T .
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 2003, 14 (02) :175-197
[3]   The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model [J].
Alfes, K. ;
Shantz, A. D. ;
Truss, C. ;
Soane, E. C. .
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 2013, 24 (02) :330-351
[4]  
[Anonymous], J IND RELATIONS
[5]  
Appelbaum E., 2000, Manufacturing Advantage: Why High Performance Work Systems Pay Off
[6]  
Arthur J. B., 2007, Human Resources Management Review, V17, P77, DOI 10.1016/j.hrmr.2007.02.001
[7]  
ARTHUR JB, 1994, ACAD MANAGE J, V37, P670, DOI 10.5465/256705
[8]  
Bagozzi R.P., 1988, Journal of the Academy of Marketing Science, V16, P74, DOI [DOI 10.1007/BF02723327, 10.1007/BF02723327]
[9]   Untangling the relationship between HRM and hospital performance: the mediating role of attitudinal and behavioural HR outcomes [J].
Baluch, Alina M. ;
Salge, Torsten Oliver ;
Piening, Erk P. .
INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 2013, 24 (16) :3038-3061
[10]  
Barroso C., 2010, Handbook of Partial Least Squares, Springer Handbooks of Computational Statistics, P427, DOI [DOI 10.1007/978-3-540-32827-820, 10.1007/978-3-540-32827-8_20]
12345678910