In building an organisation’s innovation capacity, managers have to be aware of barriers to learning and have an understanding of the need to unlearn old ways. Unlearning is emerging as an important element of change and innovation in organisations. As the pace of change continues to increase,...

There is little research on HRM practices in knowledge-intensive firms (KIFs), especially in comparison to that conducted in traditional production environments. Whether such HRM practices are appropriate for KIFs, particularly ones that differentiate themselves on their ability to innovate, is...

Achieving and sustaining competitive advantage is a major challenge for firms in today’s dynamic global marketplace. The notion of sustained competitive advantage has been investigated through a number of paradigms, from the resource based view of the firm to dynamic capabilities. This paper...

Nonprofit organizations are not exempt from the imperatives of employee attraction, retention, and motivation. As competition for staff, donors, and funding increases, the need to manage employee performance will continue to be a critical human resource management issue. This article outlines a...

Effective people management is essential to successful innovation, however no single human resource function or practice can facilitate the development of innovation capacity in an organization. Several studies have argued that different bundles or configurations of human resource practices can...

An undeniable shift in focus from traditional production companies to Knowledge-Intensive Firms (KIFs) poses challenges for academics and practioners alike. In particular, effective management of an organization's human resources has become a critical issue for ensuring sustained innovation...

Effective Human Resource Development (HRD) has long been recognised as a critical element in overall organisational strategy, and in turn is important to the ongoing sustainability of organisations. In this paper, the importance of effective HRD strategies and interventions are considered,...

A focus on strategic human resource development (HRD) has been emphasised as a key contributor to ensuring organisational effectiveness and the maximum return from their most important asset; the people in the organisation. It has been argued that effective management and innovative approaches...

People are central to successful Continuous Improvement (CI), and in larger organisations a Human Resource Management (HRM) function is responsible for people related issues. Central to CI is learning and a culture that supports CI. Learning needs to be both individual and organisational, and...