Initiative, organizational flexibility and human resources

Última actualización: 27/09/2013

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INNOGROUP's third field of investigation explores those measures that, having been applied to the work organization, promote innovative proneness and help to create and preserve the social and human capital of an enterprise.

INNOGROUP looks into the features of HHRR management and internal work organization which should be modified in order to bring successful innovations onto the companies and make EO easier. This issue has a great interest since it tackles the existing bond between the degree of technological innovation and “intellectual capital” (Teece, 2000).

As a rule, failure or malfunctions caused by the introduction of new technologies and flexible working systems come from the fact that their effects on human and organizational factors receive a scarce attention (Alcover and Gil, 1999).

Besides that, there is a positive relationship between certain policies of staff management and entrepreneurial performance (Lawler and Worley, 2006).

These policies, called “high-performance working systems” include strict recruitment and selection programs, compensation guidelines based on performance (Ortega, 2001), organizational designs focused on teams (Rico, et al, 2007), development and training programs focused on the strategic organizational necessities, high involvement of employees, and more flexible assignments (Fernández-Ríos et al., 2005).

In other words, INNOGROUP studies the conditions that provide (inhibit) impact of self-managed teams, autonomy, flexibility and employees’ partaking on EO and innovative processes.

 

- Alcover, C. Mª., and Gil, F. "Influencias de las nuevas formas de flexibilidad organizacional sobre los equipos de trabajo". Revista de Psicología General y Aplicada 52 (2-3):177-201 (1999). 

-Teece, D.J. Managing Intellectual Capital. New York: Oxford University Press, 2000.