Human Resource Management, Innovation and Performance



Antonacopoulou, E ORCID: 0000-0002-0872-7883
(2016) Human Resource Management, Innovation and Performance. In: Human Resource Management, Innovation and Performance. Palgrave Macmillan UK,Hamshire, pp. 266-281. ISBN 9781349563074

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Abstract

This chapter makes the case for the need to turn our attention to innovation in HRM as we continue to explore the relationship between innovation and HRM. A focus on innovation in HRM is demonstrated in this chapter by extending earlier calls for putting the human back into HRM (Bolton & Houlihan, 2007), through a reconceptualization of the meaning of management (man-agement) in HRM as a practice of personal and collective growth. Re-conceptualizing HRM practice, through a more dynamic view, draws on and extends the notion of practise and practising developed by Antonacopoulou (2008a) to explicate how practising innovating is a process embedded in practices like HRM that support individual and organisational growth. This chapter however, goes a step further, in revisiting the relationship between innovating, knowing and learning already attested in the HRM debate (Scarborough, 2003; Alegre & Chiva, 2008) by proposing a new mode of learning that fosters practising innovating. This mode of learning is referred to as Learning in Crisis (Antonacopoulou & Sheaffer, 2014) (thereafter LiC). LiC is conceptualised as that learning which acts as a foundation for practising in general and practising innovating more specifically. The application of LiC in this analysis, provides a platform for recasting a fresh take on the way HRM itself.

Item Type: Book Section
Subjects: ?? H1 ??
Depositing User: Symplectic Admin
Date Deposited: 27 Jan 2016 10:51
Last Modified: 17 Dec 2022 01:29
DOI: 10.1057/9781137465191
Related URLs:
URI: https://livrepository.liverpool.ac.uk/id/eprint/2003326