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Social Innovation at Work: Workplace Innovation as a Social Process
16 references·1 citing·42 second hop
Social Innovation at Work: Workplace Innovation as a Social Process (2012)Social Innovation at Work: Workplace Inno…Strategy and Human Resource Management (2016)Strategy and Human Resource M…Alive and creating: the mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement (2008)Alive and creating: the media…Productive Reflection at Work (2006)Productive Reflection at WorkInnovation management measurement: A review (2006)Innovation management measure…HIGH‐INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN (2005)HIGH‐INVOLVEMENT MANAGEMENT P…Understanding the people and performance link: Unlocking the black box (2003)Understanding the people and …Strategy and Human Resource Management (2003)Strategy and Human Resource M…Partnership at Work: Mutuality and the Balance of Advantage (2001)Partnership at Work: Mutualit…TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE. (1997)TECHNICAL AND STRATEGIC HUMAN…What Works at Work: Overview and Assessment (1996)What Works at Work: Overview …Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits? (1995)Worker Participation in Diver…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)THE IMPACT OF HUMAN RESOURCE …Participation, Contingent Pay, Representation and Workplace Performance: Evidence from Great Britain (1995)Participation, Contingent Pay…Industrial relations : theory and practice in Britain (1995)Industrial relations : theory…Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective (1994)Human Resource Systems and Su…HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1] (1987)HUMAN RESOURCE MANAGEMENT AND…The Case for Workplace Innovation (2016)The Case for Workplace Innova…Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management (1998)The impact of HR practices on the performance of business units (2003)Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence (2006)Work Flexibility, Job Satisfaction, and Job Performance among Romanian Employees—Implications for Sustainable Human Resource Management (2020)Structural equation modeling in practice: A review and recommended two-step approach. 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(1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007)HRM and Performance: Achievements, Methodological Issues and Prospects (2008)
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References

  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 1994Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective2,149 cited
  • 1997TECHNICAL AND STRATEGIC HUMAN RESOURCES MANAGEMENT EFFECTIVENESS AS DETERMINANTS OF FIRM PERFORMANCE.1,824 cited
  • 2016Strategy and Human Resource Management1,535 cited
  • 2006Innovation management measurement: A review1,371 cited
  • 1987HUMAN RESOURCE MANAGEMENT AND INDUSTRIAL RELATIONS[1]1,352 cited
  • 2003Strategy and Human Resource Management1,270 cited
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  • 2008Alive and creating: the mediating role of vitality and aliveness in the relationship between psychological safety and creative work involvement589 cited
  • 2003Understanding the people and performance link: Unlocking the black box547 cited
  • 2001Partnership at Work: Mutuality and the Balance of Advantage335 cited
  • 1995Industrial relations : theory and practice in Britain311 cited
  • 2006Productive Reflection at Work224 cited
  • 1995Participation, Contingent Pay, Representation and Workplace Performance: Evidence from Great Britain213 cited
  • 1995

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Worker Participation in Diverse Settings: Does the Form Affect the Outcome, and If So, Who Benefits?
190 cited
  • 2005HIGH‐INVOLVEMENT MANAGEMENT PRACTICES, TRADE UNION REPRESENTATION AND WORKPLACE PERFORMANCE IN BRITAIN189 cited
  • Cited by

    • 2016The Case for Workplace Innovation4 cited