System of high performance work practice, knowledge dissemination, and radical innovation

PDF(1115 KB)

Science Research Management ›› 2012, Vol. 33 ›› Issue (1) : 71-78.

Qin Jian

Author information +

History +

Abstract

Radical innovation has become the critical power for firm growth. Focusing on the limited research of the driven mechanism for the radical innovation, the system of high performance work practice and knowledge dissemination for the performance of the MNCs’radical innovation in China is explored. Based on 165 MNCs’survey questionnaires, the factor analysis and SEM are used to test research hypothesis. The result shows that three practices of the high performance work system, that is, job rotation, employee training, and cross-department communication have a significant positively impact on the radical product innovation, and on the transmitting mechanism of knowledge dissemination for the radical product innovation and firm performance. Meanwhile, it is also found that the radical innovation-based technology strategy could improve MNC’s performance greatly in China. Finally, the theoretical contribution, management implications, limitations, and directions for future research are examined.

Key words

system of high performance work practice / knowledge dissemination / radical innovation

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Qin Jian. System of high performance work practice, knowledge dissemination, and radical innovation[J]. Science Research Management. 2012, 33(1): 71-78

References

[1] Leifer, R., McDermott, C., G. O’Connor, Peters, L., Rice, M. and Veryzer, R. Radical Innovation:How Mature Companies Can Outsmart Upstarts [M]. Boston:Harvard Business School Press, 2000. [2] Chandy, R., Tellis, G. Organizing for Radical Product Innovation [J]. Journal of Marketing Research, 1998, 35(4):474-487. [3] Leonard-Barton, D. Wellsprings of Knowledge:Building and Sustaining the Sources of Innovation [M]. Boston:Harvard Business School Press, 1995. [4] Tushman, M., O'Reilly, C. Winning through Innovation:A Practical Guide to Leading Organizational Change and Renewal [M]. Boston:Harvard University Press, 1997. [5] O’Connor, G., McDermott, M. The Human Side of Radical Innovation [J]. Journal of Engineering and Technology Management, 2004, 21(1):11-30. [6] Kelley, D. Adaptation and Organizational Connectedness in Corporate Radical Innovation Programs [J]. Journal of Product Innovation Management, 2009, 26(5):487-501. [7] Grant, R. Toward a Knowledge-based Theory of the Firm [J]. Strategic Management Journal, 1996, 17(1):109-122. [8] Collis, D. How valuable is Organizational Capabilities? [J]. Strategic Management Journal, 1994, 15(1):143-152. [9] 商务部研究院产业投资趋势调研课题组. 跨国公司对华产业投资趋势 [J]. 中国对外贸易,2005(3):76-78 [10] Cappelli, P., Neumark, D. Do High-performance Work Practices Improve Establishment Level Outcomes? [J]. Industrial and Labor Relations Review, 2001, 54(4):737-775. [11] Huselid, M. The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance [J]. Academy of Management Journal, 1995, 38(3):635-672. [12] Guthrie, J. High Involvement Work Practices, Turnover, and Productivity:Evidence from New Zealand [J]. Academy of Management Journal, 2001, 44(1):180-190. [13] Burke, L., and Moore, E. The Reverberating Effects of Job Rotation:A Theoretical Exploration of Nonrotaters' Fairness Perceptions [J]. Human Resource Management Review, 2000, 10(1):1-27. [14] Coombs, R. and Richard, H. Knowledge Management Practices and Path Dependency in Innovation [J]. Research Policy, 1998, 27(3):237-253. [15] Horgan, J., and Muhlau, P. Human Resource System and Employee Performance in Ireland and the Netherlands:A Test of the Complementarity Hypothesis [J]. International Journal of Human Resource Management, 2006, 17(3):414-439. [16] Way, A. High Performance Work Systems and Intermediate Indicators of Firm Performance within the US Small Business Sector [J]. Journal of Management, 2002, 28(6):765-785. [17] Ancona, D.G., Caldwell, D.F. Bridging the Boundary:External Process and Performance in Organizational Teams [J]. Administrative Science Quarterly, 1992, 37(4):634-665. [18] Davenport, T., and Prusak, L. Working Knowledge:How Organizations Manage What They Know [M].Boston:Harvard Business School Press, 1998. [19] Nonaka, I., and Takeuchi, H. The Knowledge Creating Company:How Japanese Companies Create the Dynamics of Innovation [M]. Oxford:Oxford University Press, 1995. [20] Maidique, M.A., and Zirger, B.J. A Study of Success and Failure in Product Innovation:The Case of the U.S. Electronics Industry [J]. IEEE Transactions on Engineering Management, 1984, 31(2):192-203. [21] Van der Bij, H., Song, M., Weggeman, M. An Empirical Investigation into the Antecedents of Knowledge Dissemination at the Strategic Business Unit Level [J]. Journal of Product Innovation Management, 2003, 20(2):163-179. [22] Quinn, J. Intelligent Enterprise:A Knowledge and Service Based Paradigm for Industry [M]. New York:Free Press, 1992. [23] Song, M., and Parry, M. The Determinants of Japanese New Product Successes [J]. Journal of Marketing Research, 1997, 34(1):64-76. [24] Cooper, R. A Process Model for Industrial New Product Development [J]. IEEE Transactions on Engineering Management, 1983, 30(1):2-11. [25] 陈晓萍,徐淑英,樊景立.组织与管理研究的实证方法 [M]. 北京大学出版社,2008. [26] Hair, J., Black, W., Babin, B., Anderson, R., and Tatham, R. Multivariate Data Analysis [M]. New Jersey:Pearson Prentice Hall, 2006. [27] 易丹辉. 结构方程模型:方法与应用[M]. 北京:中国人民大学出版社,2008 [28] Steiger, H. Structural Model Evaluation and Modification:An Interval Estimation Approach [J]. Multivariate Behavioral Research, 1990, 25(2):173-180. [29] Pfeffer, J., and Salancik, G. The External Control of Organizations:Resource Dependence Perspective [M]. New York:Harper and Row, 1978.