Managing human resource learning for innovation

Managing human resource learning for innovation develops a systemic understanding of building innovative capabilities. Building innovative capabilities require active creation, coordination and absorption of useful knowledge and thus a cohesive management approach to learning.

Often learning in organizations and work is approached without considerations on how to integrate it in the management of human resources. The book investigates the empirical conditions for managing human resources learning for innovation. With focus on innovative performance the importance of modes of innovation, clues for organizing learning and ways of utilizing employee knowledge are considered as main challenges.

Identification of principles and management instruments are based on research, which means generated form theoretical knowledge and empirical panel data covering firms from the private urban sector in Denmark in the period between 2006 and 2010. In this period the global economy has been through an exceptional business cycle.

Content

1. Learning, capabilities and innovation
   1. Context and pressure for change
   2. Coping with change pressure
   3. A systemic understanding of managing learning for innovation
2. Data and methods
3. Innovative performance
4. Innovation modes and learning relations
5. Organizing learning relations
6. Utilizing employee knowledge
7. Building innovative competences
8. Managing human resource learning for innovation: Discussion and conclusion