New human resource management practices, complementarities and the impact on innovation performance

Keld Laursen

doi:10.1093/cje/27.2.243

Abstract

Journal Article New human resource management practices, complementarities and the impact on innovation performance Get access Keld Laursen, Keld Laursen Address for correspondence: LINK, Department of Industrial Economics and Strategy, Copenhagen Business School, Solbjergvej 3, 2000 Frederiksberg, Denmark; email: kl.ivs@cbs.dk, njf.ivs@cbs.dk Search for other works by this author on: Oxford Academic Google Scholar Nicolai J. Foss Nicolai J. Foss Search for other works by this author on: Oxford Academic Google Scholar Cambridge Journal of Economics, Volume 27, Issue 2, 1 March 2003, Pages 243–263, https://doi.org/10.1093/cje/27.2.243 Published: 01 March 2003 Article history Received: 05 June 2000 Revision received: 16 October 2001 Published: 01 March 2003

Keywords

Human resource managementArgument (complex analysis)Industrial organizationBusinessWork (physics)Tertiary sector of the economyHuman resourcesService (business)EconomicsMarketingManagement

Affiliated Institutions

Copenhagen Business School DK

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Publication Info

Year: 2003
Type: article
Volume: 27
Issue: 2
Pages: 243-263
Citations: 917
Access: Closed

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APA Style

                            
                                    Keld Laursen
                                
                            (2003). 
                            New human resource management practices, complementarities and the impact on innovation performance. 
                            Cambridge Journal of Economics
                            , 27
                            (2)
                            , 243-263.
                            https://doi.org/10.1093/cje/27.2.243

Identifiers

DOI: 10.1093/cje/27.2.243