The Role of HRM in Innovation Processes

27.
             5.2.1 Attract . 27.
             5.2.2 Recruitment and staffing innovation teams . 29.
             5.2.3 Developing capabilities and competences . 31.
             5.3 Motivating practices . 32.
             5.3.1 Matching work tasks . 33.
             5.3.2 Empowering and trusting . 34.
             5.3.3 Supporting . 36.
             5.3.4 Work climate . 38.
             5.3.5 Recognition . 39.
             6. Discussion . 41.
             6.1 The role attributed to HRM . 41.
             6.2 The contribution of HRM in innovation processes. . 42.
             6.2.1 Expertise . 43.
             6.2.2 Creative thinking skills . 44.
             6.2.3. Motivation . 46.
             7. Conclusions . 51.
             7.1 Suggestions for future research . 53.
             References . 54.
             Appendix 1 . 57.
             Interview guide to employees . 57.
             Appendix 2 . 59.
             Interview guide to line managers . 59.
             Appendix 3 . 61.
             Interview guide to HR professionals . 61.
             1.
             1. Introduction.
             Many companies today face a constantly intensified global competition demanding that they transform themselves and their production on a regular basis. In order to achieve a competitive position and thereby also survive, companies are dependent on their flexibility and ability to adapt and respond to the environment (Jiménez-Jiménez & Sanz-Valle, 2005) and to their ability to come up with and introduce innovative products to the market (see for example Mumford, 2000; Jiang, Wang & Zhao, 2012; Beugelsdijk, 2008; Chen & Huang, 2009).
             In this context, the creativity hosted by the companies becomes a crucial resource, referring to their ability to generate both ideas that are new and useful, and ideas that can be implemented in order to solve a significant and novel problem (Mumford, 2000). Creativity is something valuable, unusual or pattern breaking (Martens, 2011), which in the context of innovation also includes the implementation of the ideas into products, processes or procedures which will benefit the organization, the work team or the individual (Jiang et al., 2012). This includes both radical and incremental innovations. The former refers to major changes or something brand new, and the latter refers to slight changes or improvements in existing products, processes or procedures (Beugelsdijk, 2008).