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      HRM and innovation: a multi‐level organisational learning perspective

      1 , 2
      Human Resource Management Journal
      Wiley

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          Abstract

          Drawing on the 4I organisational learning framework, this article develops a model to explain the multi‐level and cross‐level relationships between HRM practices and innovation. Individual‐, team‐ and organisational‐level learning stocks are theorised to explain how HRM practices affect innovation at a given level. Feed‐forward and feedback learning flows explain how cross‐level effects of HRM practices on innovation take place. In addition, we propose that HRM practices fostering individual‐, team‐ and organisational‐level learning should form a coherent system to facilitate the emergence of innovation. The article is concluded with discussions on its contributions and potential future research directions.

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          Absorptive Capacity: A New Perspective on Learning and Innovation

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            Dynamic capabilities and strategic management

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              Exploration and Exploitation in Organizational Learning

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                Author and article information

                Journal
                Human Resource Management Journal
                Human Res Mgmt Journal
                Wiley
                0954-5395
                1748-8583
                April 2017
                April 06 2017
                April 2017
                : 27
                : 2
                : 300-317
                Affiliations
                [1 ] Queen's Management School Queen's University Belfast
                [2 ] UNSW Business School University of New South Wales Australia
                Article
                10.1111/1748-8583.12127
                7bc1899a-6add-4550-aa37-ab0d8b8c3c09
                © 2017

                http://onlinelibrary.wiley.com/termsAndConditions#vor

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