HRM supporting innovation
| Reference number | |
| Coordinator | Linköpings universitet - Institutionen för beteendevetenskap och lärande |
| Funding from Vinnova | SEK 400 000 |
| Project duration | November 2011 - June 2014 |
| Status | Completed |
Important results from the project
The aim of the project is to develop a case, based on a longitudinal study of a medium seized company, where the HR department has developed from a more defensive role, towards supporting and increasing the innovative capacity of the company.
Expected long term effects
We have seen how the company is increasingly taking a greater hold over competence processes in the company and through a custom model for succession planning seeks to free up time and resources that could instead be spent on development of the business. The managers of the company are undergoing different types of leadership development, e.g. a leadership development initiative that support managers to communicate and collaborate on company-wide issues. This also facilitates the dissemination of lessons learned and new ideas in the company´s various management teams.
Approach and implementation
The interactive approach has been of great importance. Partly because we in our results could identify and reconnect a number of HR-related issues affecting the company´s coordination and development, partly because we have in different types of analysis and development seminars introduced earlier research and theories of HR in small and medium enterprises. .