Helen Shipton, Karin Sanders, Tim Bednall, Veronica (Cai-Hui) Lin and Naiara Escribá-Carda
Helen Shipton, Veronica Lin, Karin Sanders and Huadong Yang
The chapter examines the relationship between innovation and HRM, through the literature on recognising, leveraging and releasing the creative and innovative behaviours of employees across specialisms, and across levels of the hierarchy. It develops a four-stage conceptualisation of innovation: problem identification; idea generation; idea evaluation; and implementation. It identifies two areas that would benefit from more focused research. First, distinguishing between environments where creativity and innovation is overtly required, as opposed to job roles where creative outcomes, while valuable, are not expressly called for as part of the job. Second, examining the effect that HRM has on individual creativity (idea generation) and the more collective process of innovation implementation. It examines the process of bottom-up emergence, and the ways in which HRM can support and underpin employees’ efforts not just to generate ideas, but also to work with others to foster their implementation.