{'fraction_non_alphanumeric': 0.014146772767462422, 'fraction_numerical': 0.0, 'mean_word_length': 5.543352601156069, 'pattern_counts': {'":': 0, '<': 0, '<?xml version=': 0, '>': 0, 'https://': 0, 'lorem ipsum': 0, 'www.': 0, 'xml': 0}, 'pii_count': 0, 'substrings_counts': 0, 'word_list_counts': {'cursed_substrings.json': 0, 'profanity_word_list.json': 0, 'sexual_word_list.json': 0, 'zh_pornsignals.json': 0}}
Enhancing innovation at work through human resource management

The role of HRM in enhancing innovation performance is more relevant than often assumed in both research and practice. Researchers are increasingly interested in the topic of HRM and innovation, yet so far still little was known about the underlying mechanisms that explain how HRM affects organization¬al innovation. This study examines both the individual and the organizational level of innovation, focusing on HRM and HR practices and how these can enhance innovation, while introducing mechanisms explaining the relation-ship between HRM and innovation. In the first part of this study we introduce and empirically test the concept of creative capital as an explanatory variable for organization-level innovation that follows from managing human resourc¬es. The second part of this study examines the individual level of innovation, more specifically innovative work behaviour, and how perceptions of HRM can influence this behaviour. Furthermore, the role of innovative climate is studied in the relationship between perceived HRM and innovative work behaviour.