TY - CHAP
T1 - Conclusion
T2 - on multiple levels of analysis, context, contingency and capital
AU - Sparrow, Paul
AU - Shipton, Helen
AU - Budhwar, Pawan
AU - Brown, Alan
PY - 2016
Y1 - 2016
N2 - In this concluding chapter, we bring together the threads and reflections on the chapters contained in this text and show how they relate to multi-level issues. The book has focused on the world of Human Resource Management (HRM) and the systems and practices it must put in place to foster innovation. Many of the contributions argue that in order to bring innovation about, organisations have to think carefully about the way in which they will integrate what is, in practice, organisationally relevant — but socially distributed — knowledge. They need to build a series of knowledge-intensive activities and networks, both within their own boundaries and across other important external inter-relationships. In so doing, they help to co-ordinate important information structures. They have, in effect, to find ways of enabling people to collaborate with each other at lower cost, by reducing both the costs of their co-ordination and the levels of unproductive search activity. They have to engineer these behaviours by reducing the risks for people that might be associated with incorrect ideas and help individuals, teams and business units to advance incomplete ideas that are so often difficult to codify. In short, a range of intangible assets must flow more rapidly throughout the organisation and an appropriate balance must be found between the rewards and incentives associated with creativity, novelty and innovation, versus the risks that innovation may also bring.
AB - In this concluding chapter, we bring together the threads and reflections on the chapters contained in this text and show how they relate to multi-level issues. The book has focused on the world of Human Resource Management (HRM) and the systems and practices it must put in place to foster innovation. Many of the contributions argue that in order to bring innovation about, organisations have to think carefully about the way in which they will integrate what is, in practice, organisationally relevant — but socially distributed — knowledge. They need to build a series of knowledge-intensive activities and networks, both within their own boundaries and across other important external inter-relationships. In so doing, they help to co-ordinate important information structures. They have, in effect, to find ways of enabling people to collaborate with each other at lower cost, by reducing both the costs of their co-ordination and the levels of unproductive search activity. They have to engineer these behaviours by reducing the risks for people that might be associated with incorrect ideas and help individuals, teams and business units to advance incomplete ideas that are so often difficult to codify. In short, a range of intangible assets must flow more rapidly throughout the organisation and an appropriate balance must be found between the rewards and incentives associated with creativity, novelty and innovation, versus the risks that innovation may also bring.
UR - http://www.scopus.com/inward/record.url?scp=84978346907&partnerID=8YFLogxK
UR - https://link.springer.com/chapter/10.1057%2F9781137465191_21
U2 - 10.1057/9781137465191_21
DO - 10.1057/9781137465191_21
M3 - Chapter
AN - SCOPUS:84978346907
SN - 978-1-349-56307-4
SP - 328
EP - 344
BT - Human resource management, innovation and performance
A2 - Shipton, Helen
A2 - Budhwar, Pawan
A2 - Sparrow, Paul
A2 - Brown, Alan
PB - Palgrave Macmillan
CY - London (UK)
ER -