This book attempts to provide an answer to the question: Which HRM system can most effectively support the development of innovativeness as a lever for achieving sustainable competitive advantage? Such a system should simultaneously take into account the aspirations or more precisely the well-being of employees because of their impact on implementing company objectives. This work is a part of the stream of theoretical discussions on the quest for high-performance HRM. At the same time, it is based on in-depth empirical research. On the one hand, this research is targeted at defining the impact of three HRM models on company innovativeness and competitiveness. On the other, it is aimed at identifying factors that influence the growth of innovativeness as well as barriers as seen by managers, specialists, and other employees. This last element encompassed 2,070 people employed in companies considered to be the most innovative in Poland.
In light of the current nature of the topic, the broad approach to links between HRM and the level of innovativeness in the organization, and the excellent empirical base for formulating theorems and conclusions, this book has what it takes to become a publishing hit in the realm of management (…) and may be considered a model example of scientific endeavor meeting the all-encompassing requirements (…) of an empirical work, utilizing results of exceptionally dependable research conducted on an impressive number of companies and respondents, while simultaneously presenting theoretical concepts on which the authors take up discussion and formulate original theories.