Adoption of human resource innovations: A multiple case study.

摘要

This paper describes a multiple case study of the human resource innovation process. Four cases of the innovation process were reviewed to analyze empirically the extant theoretical models of the innovation process particularly as it pertains to the human resources arena. The analysis of cases sought to bring to light some of the myriad nuances of the innovation adoption process toward a tri-partite goal of (a) building support for or refuting the extant models of the innovation process, (b) identifying for the first time the nature of the innovation process within the field of human resources, and (c) establishing a roadmap for future use by both academics and practitioners in human resources with which we can more efficiently and effectively navigate the innovation journey.; Each case study was developed through the collection of multiple data sources, including semi-structured interview data and archival materials. The interviews were framed in the context of eliciting the personal experience of the innovation process from the perspective of the interviewee---a key participant in the innovation adoption process. Data sought for case development focused on research questions extrapolated from the literature. These questions centered around identification of the source of the innovation concept, the intricacies of the adoption process and the existence of evaluation programs subsequent to implementation. Each case was analyzed individually pursuant to these questions then compared and contrasted with each other case to establish themes not previously identified in the literature.; The insights gleaned from the study indicate some conformance to the existing theoretical models of innovation. Close examination reveals greater adherence to the models among larger organizations which exemplify the "old economy" archetype and less concordance among those organizations which have emerged from the "new economy." Furthermore, the depth of innovation penetration had clear implications for conformance to the existing models. Those organizations that contemplated more radical innovation---that stood to more significantly change the structure, culture or operations of the organization---exhibited greater correspondence to the extant models than did those organizations that simply sought to streamline routine work processes or enhance single-project outcomes.