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Driving human resources towards quality and innovation in a highly competitive environment

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  • Maria Gil-Marques
  • Maria D. Moreno-Luzon

Abstract

Purpose - – Intense competitive environments demand the combination of quality and innovation. The potential of human resource management practices within the total quality framework for promoting innovation is under debate, particularly in relation to radical innovation. The purpose of this paper is to enhance and extend the analysis of the role of cultural change as a mediator. Design/methodology/approach - – The empirical study examines a sample of Spanish firms in highly competitive environments in their search for a combination of quality and innovation. To this end, the investigation includes structural equation analysis through partial least square path modelling. Findings - – According to the results, the cultural change towards exploitation and exploration brought about by the application of these practices has a positive and significant relationship with incremental innovation. The findings indicate that incremental innovation has a positive and significant effect on radical innovation as well. This outcome challenges a well-known phenomenon: the so-called “success trap”. Practical implications - – The study helps to understand how human resource management practices within a total quality framework can be designed and implemented as a means of generating synergies between the two fields. Originality/value - – This study adds two original contributions to the current dialogue on the implications of total quality management for innovation: it reveals the moderating role of cultural change for exploitation and exploration, and pinpoints the role of incremental innovation in facilitating radical innovation within the TQM framework.

Suggested Citation

  • Maria Gil-Marques & Maria D. Moreno-Luzon, 2013. "Driving human resources towards quality and innovation in a highly competitive environment," International Journal of Manpower, Emerald Group Publishing Limited, vol. 34(8), pages 839-860, November.
    • Handle: RePEc:eme:ijmpps:v:34:y:2013:i:8:p:839-860
    DOI: 10.1108/IJM-07-2013-0183
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    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
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    Cited by:

    1. Barba-Aragón, María Isabel & Jiménez-Jiménez, Daniel, 2020. "HRM and radical innovation: A dual approach with exploration as a mediator," European Management Journal, Elsevier, vol. 38(5), pages 791-803.
    2. Maria Gil-Marques & Maria D. Moreno-Luzon, 2020. "Building Sustainable Contextual Ambidexterity through Routines: A Case Study from Information Technology Firms," Sustainability, MDPI, vol. 12(24), pages 1-19, December.
    3. Ma Asunción Esteso-Blasco & María Gil-Marqués & Juan Sapena, 2021. "Leadership in Economy of Communion Companies. Contribution to the Common Good through Innovation," Humanistic Management Journal, Springer, vol. 6(1), pages 77-101, April.
    4. Al-Tal Mohammad Jaber Yousef & Emeagwali Okechukwu Lawrence, 2019. "Knowledge-based HR Practices and Innovation in SMEs," Organizacija, Sciendo, vol. 52(1), pages 6-21, February.
    5. Nurun Nabi & Zhiqiang Liu, 2021. "Benevolent paternalistic leadership behavior and follower's radical creativity: The mediating role of follower's voice behavior and moderating role of follower's power distance orientation," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(3), pages 156-176, April.

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