关键词: 战略人力资源管理, AMO, 产品创新, 企业生命周期, 组态效应

Abstract:     Scientific and technological innovation is one of the important factors to promote the progress of human civilization. With the arrival of the era of innovative economy, S&T enterprises are increasingly endurance the pressure of sustainable development. Under the structural reform of supply-side, product innovation is the key to the sustainable development, high-quality development and leapfrog development of S&T innovation enterprises. However, it is not clear how to enhance the product innovation of S&T innovation enterprises. The thrive of S&T enterprises to innovate, urges an in-depth exploration to understand what kind of strategic human resource management architectures are adopted to encourage R&D personnel to invent. According to previous studies, an effective strategic human resource management system is an enterprise′s source of competitive advantage as SHRM policies, practices, and organizational procedures represent an organization′s value orientation and major strategic activities. SHRM also shapes an organization′s and individual′s perception of employees who can facilitate organizational innovation. Furthermore, SHRM policies and procedures offer a critical, strategic background and tool for organization′s creative and innovative activities.
   Furthermore, the situational and adaptive natures of SHRM and its impact on organizational development has attracted scholars′ attention due to the changing of global economic situation and increasing complexity of external environment. SHRM essentially pursues external fit and internal consistency. The former emphasizes on the vertical fit between SHRM and situational factors on the basis of the contingency perspective, while the latter stresses the internal combination among SHRM architectures based on the configuration perspective. The majority of studies have illustrated that the effectiveness of SHRM depends on conditions over which an enterprise has no direct control, yet, leaving its internal consistency and horizontal fit underdeveloped (Han et al., 2019). Even though some studies examined the complementarity effect of different architectures based on configuration perspective, synergies among SHRM architectures are far from being fully understood. In a similar vein, studies have stressed the importance of fit, and proposed a series of human resource management practices, yet, leaving such questions unanswered as to which combinations of SHRM architectures would be more or less important in a certain context. Thus, the perspectives of configuration and contingency of strategic human resource management provides a way to solve this problem. 
    In this paper, more than 400 S&T innovation enterprises are taken as case samples, and the qualitative comparative analysis method of fuzzy sets is used to analyze the configuration effect of strategic human resource management components on product innovation in different life cycle stages. The results show: (1) There is a path to drive high product innovation for S&T innovation enterprises in the initial stage; five paths in the development stage, and they are distributed in three types of S&T innovation enterprises; four paths in the mature stage, and they are distributed in two types of S&T innovation enterprises. (2) Opportunity-enhancing human resource management is the necessary condition for S&T innovation enterprises to achieve high product innovation in the mature stage, while in the initial stage and development stage, no human resource management architectures can become the necessary condition to achieve high product innovation. (3) In the initial stage, strategic human resource management architectures cannot play a decisive role in high product innovation; in the development stage and mature stage, the interaction effect of opportunity-enhancing and motivation-enhancing human resource management are more important to drive high product innovation. (4) From the perspective of vertical comparison of enterprise life cycle, the core role of strategic human resource management architectures mainly follows the development logic from nothing to have, from motivation enhancing to opportunity enhancing. 
    This study contributes to theoretical literature in three aspects: firstly, our conclusion has extended the existing view of strategic human resource management, that is, on one hand, there may be a situation of best practices advocated by the universalistic perspective in S&T enterprises in their initial stage. On the other hand, there may be interaction effects of various architectures simultaneously. However, these architectures are only peripheral ones, and cannot determine high product innovation. In this sense, our conclusion offers a new research perspective of combining the contingency and configurational perspectives of strategic human resource management. 
    Secondly, our conclusion, on one hand, extends previous research boundary by introducing strategic human resource management into the research field of enterprises′ function, and answering the question of "which architectures are more important than others in different S&T enterprises". On the other hand, this conclusion is a good complement to the extant configurational perspective with the architecture combination difference in strategic human resource management, that is, the driving paths of product innovation represent significant variance in terms of core architecture combination in S&T enterprises lacking of different architectures. 
    Thirdly, on one hand, this study draws on enterprise life cycle to broaden the contingency perspective, indicating that context not only has an effect on the relation between strategic human resource management and organizational outcomes, but also is an influential condition of the architecture combination of strategic human resource management. Furtherly, this study implies the concept of "weak contingency" developed by previous researches into strategic human resource management, thereby expanding the application boundary of the configurational perspective. On the other hand, this study sheds light on the development logic of the internal core architectures of strategic human resource management from the view of vertical comparison of enterprise life cycle, which provides new insights into the research on the measurement and dynamic mechanisms of strategic human resource management with different samples in the future. 
    In summary, the conclusion of this paper is helpful to deepen the understanding of the importance of strategic human resource management architectures combination in S&T innovation enterprises in different life cycle stages, and provide enlightenment for seeking a variety of better and even the best product innovation driving path. 

Key words:  strategic human resource management, AMO, product innovation, enterprise life cycle, configuration effect