The Role of HRM in Innovation Processes

Additionally, a major part of the motivational practices were introduced and affected employees indirectly, through managers who could affect practices and activities as freedom, encouragement, feedback, work climate, organizational support and knowledge sharing which nurtured creativity and hence innovations.
             Key words: HRM practices, creativity, innovation, knowledge sharing.
             Acknowledgements.
             I have many people to thank for their contribution to this thesis.
             First, I would like to thank the participating organizations and to the HR professionals for being interested in my study and for opening your doors for me. Thank you to all my participating respondents, for generously sharing your valuable experiences with me and for giving me your precious time.
             To my supervisor Bertil Rolandsson. Thank you for all your help, encouragement, valuable input, patience and especially for believing in this project.
             Last but definitely not least, thank you to my family and friends for your endless encouragement, understanding and support. You are invaluable.
             Göteborg 2013-06-07.
             Jennie Karlsson.
             Table of content.
             1. Introduction . 1.
             1.1 Objective and research questions . 2.
             2. Previous research . 4.
             2.1 HRM and innovation . 4.
             2.2 HRM, creativity and knowledge sharing . 6.
             2.2.1 HRM and creativity . 6.
             2.2.2 Knowledge sharing . 7.
             3. Theory . 9.
             3.1 Central concepts and definitions . 9.
             3.1.1 Stabilizers and destabilizers . 10.
             3.1.2 The influence of management . 10.
             3.1.3 The componential theory of organizational creativity and innovation . 11.
             3.1.4. Managerial practices for motivation . 13.
             4. Method . 15.
             4.1 Research design . 15.
             4.1.1 Realizing the study . 15.
             4.2 The cases . 16.
             4.3 Data analysis . 18.
             4.4 Reliability . 19.
             4.5 Validity . 19.
             4.6 Limitations . 20.
             4.7 Ethical condsiderations . 20.
             5. Results . 21.
             5.1 Organizing practices . 21.
             5.1.1 The strategy . 21.
             5.1.2 The role by HRM . 22.
             5.1.3 Demanding and directing innovations . 23.
             5.1.4 The importance of goals . 23.
             5.1.5 Knowledge sharing . 25.
             5.2 Staffing practices .