Description
Book SynopsisThis volume places Social Innovation between Human Resource Management (HRM) and Technology. There is a growing acceptance of the theory that HRM is strategically important for social innovation within organizations. To meet the requirements of globalization, diversity, "war for talent", and fast technological developments, HRM should allow a greater amount of flexibility and innovation in their policies and practices. In order for this to happen, however, HRM needs to be modernised by replacing inefficient and unsustainable HR practices and forms with flexible, sound, and pioneering ones, crossing inter and intraorganizational boundaries. Built within the Social Innovation research tradition, this volume views innovation of HRM from two ends of one continuum: At one end, HR practices and policies should be designed to support innovative organizational members, the creation of new ideas, an innovative organizational climate, and enlargement of the innovation capacity of organizations. At the other end, the HRM function evolves through applying new structures and new channels for delivery of the HR practices, and through involving new agents in the management of Human Resources.
Table of ContentsDedication. Human Resource Management, Social Innovation and Technology. List of Contributors. The Mediating Role of Trust and Social Cohesion in the Effects of New Ways of Working: A Dutch Case Study. Social Innovation through Information Provision. Principles to Guide Employees to Next Level Innovation Cycles: How Organisations Can Develop New Sustainable Business?. Employability and Social Innovation: The Importance of and Interplay between Transformational Leadership and Personality. Firm-Level Creative Capital and the Role of External Labour. Innovating HRM Implementation: The Influence of Organisational Contingencies on the HRM Role of Line Managers. Practicing Social Innovation: Enactment of the Employee–Organization Relationship by Employees. Global Talent Management in MNCs in the Digital Age: Conceptualizing the GTM–ICT Relationship. HRM, Technology and Innovation: New HRM Competences for Old Business Challenges?. Unlocking Social Innovation with HRM and Technology. Advanced Series in Management. Human Resource Management, Social Innovation and Technology. Copyright page. Dedication. Human Resource Management, Social Innovation and Technology. List of Contributors. The Mediating Role of Trust and Social Cohesion in the Effects of New Ways of Working: A Dutch Case Study. Social Innovation through Information Provision. Principles to Guide Employees to Next Level Innovation Cycles: How Organisations Can Develop New Sustainable Business?. Employability and Social Innovation: The Importance of and Interplay between Transformational Leadership and Personality. Firm-Level Creative Capital and the Role of External Labour. Innovating HRM Implementation: The Influence of Organisational Contingencies on the HRM Role of Line Managers. Practicing Social Innovation: Enactment of the Employee–Organization Relationship by Employees. Global Talent Management in MNCs in the Digital Age: Conceptualizing the GTM–ICT Relationship. HRM, Technology and Innovation: New HRM Competences for Old Business Challenges?. Unlocking Social Innovation with HRM and Technology. Advanced Series in Management. Human Resource Management, Social Innovation and Technology. Copyright page.
