Configuring HRM systems for innovation: Managing knowledge tensions in French industrial firms

Abstract

Purpose

HRM research typically treats firms as facing a categorical choice between radical and incremental innovation. This article reconceptualizes the HRM-innovation relationship through a dominant innovation orientation framework, examining how HRM configurations govern the primary knowledge challenge while generating characteristic knowledge tensions for the subordinate one.

Design/methodology/approach

A qualitative, configurational case study of four mature French industrial firms; 29 semi-structured interviews analyzed through grounded theory coding, thematic content analysis, and cross-case comparison, using NVivo 14.

Findings

All four firms are ambidextrous. Radical-dominant firms deploy an enabling-bureaucratic HRM configuration configured for tacit knowledge accumulation; incremental-dominant firms deploy a flexible collaboration configuration configured for rapid knowledge recombination. Each configuration generates predictable knowledge tensions for the subordinate orientation.

Originality/value

This study reframes HRM configurations as contextually dominant institutional responses. It proposes, as a theoretically derived proposition for future empirical testing, a curvilinear U-shaped relationship between HRM formalization and radical innovation dominance, distinguishing enabling from coercive formalization.

Practical implications

Configuration-specific mechanisms boundary-spanning roles, parallel recognition streams, and protected exploratory budgets can modulate dominant-configuration costs without dismantling core logic.

Keywords

configurational HRM dominant innovation orientation radical innovation incremental innovation boundary-spanner knowledge tension

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