ارائه الگوی مدیریت منابع انسانی شرکت‌های دانش‌بنیان و نوآور

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استادیار، گروه جامعه و پیشرفت، پژوهشکده مطالعات فناوری، تهران، ایران

2 استادیار، گروه سیاست نوآوری و آینده‌نگاری، پژوهشکده مطالعات فناوری، تهران، ایران

چکیده

ادبیات نوظهور سرمایه انسانی نقش کارکنان دانشی را به‌عنوان یک منبع کلیدی نوآوری در شرکت‌های دانش‌بنیان و نوآور برجسته می‌کند و بروز قابلیت‌های نوآورانه کارکنان را نیازمند برنامه‌های مداخله گرایانه مدیریتی می‌داند. در همین راستا پژوهش حاضر با هدف ارائه الگوی مدیریت منابع انسانی در شرکت‌های دانش‌بنیان و نوآور با رویکرد ترکیبی (کیفی- کمی) انجام شده است. بخش کیفی با بهره‌گیری از روش فراترکیب صورت گرفت و در نتیجه‌ی طی یک فرایند هفت مرحله‌ای در مجموع 32 سند به‌عنوان نمونه بخش کیفی انتخاب و تحلیل شد. بخش کمی پژوهش نیز به روش توصیفی و بهره‌گیری از شیوه پیمایش صورت گرفت. نمونه‌گیری به شیوه در دسترس انجام شد و 102 نفر از مدیران و کارکنان شرکت‌های دانش‌بنیان و نوآور در پژوهش مشارکت کردند. داده‌های حاصل از طی فرایند فراترکیب به شیوه کدگذاری اولیه و ثانویه و داده‌های گردآوری‌شده بخش کمی به کمک نرم‌افزار SPSS و Smart PLS و در دو بخش توصیفی و استنباطی تجزیه‌وتحلیل شد. یافته‌های بخش کیفی در قالب 8 کارکرد کلیدی و 51 وظیفه مدیران منابع انسانی شرکت‌های دانش‌بنیان و نوآور احصاء و ارائه گردید و نتایج حاصل از پیمایش نیز ضمن تائید برازش الگو، حاکی از آن بود که جبران خدمات و انگیزش؛ آموزش، توسعه و ایجاد محیط یادگیری؛ تیم سازی و مشارکت؛ مدیریت ارزیابی عملکرد؛ مدیریت استعداد و صلاحیت؛ حفظ و ارتقاء کارکنان دانشی؛ شناسایی، جذب و استخدام و سیاست منابع انسانی به ترتیب در زمره مهم‌ترین کارکردهای مدیران منابع انسانی شرکت‌های دانش‌بنیان و نوآور قرار دارند.

کلیدواژه‌ها

عنوان مقاله [English]

Proposing a Model of Human Resource Management in Knowledge-based and Innovator Companies

نویسندگان [English]

  • mohammad khademi kolahlou 1
  • seied mohammad sahebkar khorasani 2
1 Assistant Professor, Department of Society and Progress, Institute of Technology Studies, Tehran, Iran
2 Assistant Professor, Department of Innovation Policy and Foresight, Institute of Technology Studies, Tehran, Iran
چکیده [English]

The emerging literature of human capital promotes the role of knowledge staff as a key source of innovation in knowledge-based and innovator companies and requires innovative employee capabilities in terms of management programs. In that regard, this research aimed to provide a model of human resource management in knowledge-based and innovator companies with a mixed approach (qualitative-quantitative). The qualitative section was performed using the meta-systhesis method and as a result of a seven-stage process, a total of 32 documents were selected as a qualitative division sample and analyzed. A quantitative section was also descriptive using survey method. Sampling was carried out in a convenience sampling and 102 managers and employees of knowledge-based and innovator companies participated in research. Data were analyzed during the process of initial and secondary coding and data collected data were analyzed using SPSS software and SMART PLS software and in two descriptive and inferential sections. The findings of the qualitative section in the form of 8 key functions and 51 duties of human resource managers were counted and presented, and the results of survey also confirmed the pattern fitting, which was compensating for services and motivation; Education, development and creation of learning environment; timing and participation; management of performance evaluation; management of talent and competence; maintain and promote knowledge worker; identification, recruitment and employment and human resources policies in order, are among the most important human resources policies functions of knowledge-based and innovator companies.

کلیدواژه‌ها [English]

  • Management
  • Human resources
  • Human capital
  • Knowledge-based
  • Knowledge-workers

مراجع

[1] Leydesdorff L. Indicators of innovation in a knowledgebased economy. Cybermetrics. 2001;5(1):1-21.
[2] Kianto A, Sáenz J, Aramburu N. Knowledge-based human resource management practices, intellectual capital and innovation. Journal of Business Research. 2017;81:11-20.
[3] Marullo C, Casprini E, Di Minin A, Piccaluga A. ‘Ready for Take‐off’: How Open Innovation influences startup success. Creativity and Innovation Management. 2018;27(4):476-88.
[4] Wiśniewska S, Wiśniewski K. Human Resources Management in a Knowledge-based Organization. Economics and Management. 2012;17(4):1620.6
[5] Alvesson M. Social indentity and the problem of loyalty in knowledge‐intensive companies. Journal of management studies. 2000;37(8):1101-24.
[6] Robertson M, Scarbrough H, Swan J. Knowledge creation in professional service firms: Institutional effects. Organization Studies. 2003;24(6):831-57.
[7] Vignesh A, Nagarajan P. Contemporary Challenges of HRM in start ups: a theoretical framework. . Advance and Innovative Research. 2018;5(5):42-6.
[8] Solgi Z, Vahdati H, Mousavi S, Nazarpoori AH. Designing a model of lean human resource excellence; Basis for measuring the lean degree of human resources in the public sector 2021. 74-93.(in persian)
[9] Tabatabaee SAN, Omran ES, Hashemi S. Presenting Sustainable Human Resource Management Scorecard in Knowledge-based ICT Companies in Iran. Quarterly Journal of Training and Development of Human Resources. 2017;11(3):1-10. (in persian)
[10] OECD. Inovation Support in the Entrprise Sector Industery in the SMES. Paric; 2019.
[11] Bendickson JS, Muldoon J, Liguori EW, Midgett C. High performance work systems: A necessity for startups. Journal of Small Business Strategy. 2017;27(2):1-12.
[12] Jardon CM, Gonzalez-Loureiro M. Human capital as source for sustained competitive advantages in SMEs: A core competencies approach. Economia Seria Management. 2013;16(2):255-76.
[13] Teo ST, Lakhani B, Brown D, Malmi T. Strategic human resource management and knowledge workers: A case study of professional service firms. Management Research News. 2008;31(9):683-96.
[14] Bamberger P, Bacharach S, Dyer L. Human resources management and organizational effectiveness: High technology entrepreneurial startup firms in Israel. Human resource management. 1989;28(3):349-66.
[15] Al-Tal MJY, Emeagwali OL. Knowledge-based HR practices and innovation in SMEs. Organizacija. 2019;52(1):6-21.
[16] Jebali D, Meschitti V. HRM as a catalyst for innovation in start‐ups. Employee Relations International Journal. 2020;43(2):555-70.
[17] Sayyed Javadin SR, Hassangholipour T, Manian A, Astarki S. Designing a Human Resource Management Model for Startup Companies. Journal of Research in Human Resources Management. 2021;13(1):131-70. (in persian)
[18] Azhdari G, Lagzian M, Shirazi A, Fayyazi M. E-HRM adoption model in knowledge base SME’s. Iranian Journal of Information Processing and Management. 2019;34(2):535-56. (in persian)
[19] Youssif Abo Keir M. Prospective on Human Resources Management in Startups. Information Sciences Letters. 2019;8(3):81-8.
[20] Rylander A, Peppard J. What really is a knowledge-intensive firm. Royal Institute of Technology. 2005;3:1-28.
[21] Dabić M, Ortiz‐De‐Urbina‐Criado M, Romero‐Martínez AM. Human resource management in entrepreneurial firms: a literature review. International journal of manpower. 2011.
[22] Sehhat S, TaghaviFard MT, Salami R, Afsharian M. Providing a Model for Predicting the Successful Implementing of Talent Management in Knowledge-based Companies Using Fuzzy Inference System. Journal of Strategic Management Studies. 2019;10(37):41-60. (in persian)
[23] OECD. Innovation in human resource management strategies and programmes, in Government at a Glance Paris; 2017.
[24] Sandelowski M, Barroso J, Voils CI. Using qualitative metasummary to synthesize qualitative and quantitative descriptive findings. Research in nursing & health. 2007;30(1):99-111.
[25] Storey J, Wright PM, Ulrich D. Strategic human resource management: A research overview. New York: Routledge; 2019.
[26] Boselie P, Paauwe J, Jansen P. Human resource management and performance: lessons from the Netherlands. International journal of human resource management. 2001;12(7):1107-25.
[27] Read J. human resource management: advance version. united kingdom: uoniversity of cambridge 2008.
[28] Wetzels M, Odekerken-Schröder G, Van Oppen C. Using PLS path modeling for assessing hierarchical construct models: Guidelines and empirical illustration. MIS quarterly. 2009:177-95.
[29] Vulpn EV. 5 Human Resources Models Every HR Practitioner Should Know: Academi to Inovate HR; 2016 [cited 2022 22 April]. Available from: https://www.aihr.com/blog/human-resources-models/.
[30] Valipour Khatir M, kianifar f, dowlati a. Analysing the structural relationships of influential factors on Effectiveness of selecting ERP system. Modern Research in Decision Making. 2018;3(1):299-323. (in persian)
پژوهش های مدیریت در ایران
دوره 26، شماره 3
مهر 1401
صفحه 70-93

فایل ها

اشتراک گذاری

ارجاع به این مقاله

آمار