Pratiques de GRH et stratégies d’innovation: les apports de l’enquête REPONSE 2011

Alice Le Flanchec (), Astrid Mullenbach Servayre and Jacques Rojot
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Alice Le Flanchec: UP1 - Université Paris 1 Panthéon-Sorbonne, PRISM Sorbonne - Pôle de recherche interdisciplinaire en sciences du management - UP1 - Université Paris 1 Panthéon-Sorbonne
Astrid Mullenbach Servayre: UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12, IRG - Institut de Recherche en Gestion - UPEM - Université Paris-Est Marne-la-Vallée - UPEC UP12 - Université Paris-Est Créteil Val-de-Marne - Paris 12
Jacques Rojot: UP2 - Université Panthéon-Assas, LARGEPA - Laboratoire de recherche en sciences de gestion Panthéon-Assas - UP2 - Université Panthéon-Assas

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Abstract: This article deals with the relationship between corporate strategy and human resource management (HRM) practices in France. It highlights that firms having innovation strategies differ from other companies, because they have different HRM practices. We adopt King and Anderson's definition of innovation (2002, as quoted by Lapointe et al., 2003) as meaning the introduction of a new practice, a new procedure, or a new process, at the local level, with the aim of improving the economic and social performance of the firm. We also integrate Klein and Harrisson's notion of social innovation (2006) in order to focus on the multidimensional aspect of the concept. Based on a rigorous literature review, we put forward a research model based on five major hypotheses concerning employee control/autonomy, training, remuneration, social climate and negotiation with trade unions. To test this model, we rely on the French public database called REPONSE 2011 from the French Ministry of Employment (N= 3,601 respondents). We show that innovative companies are very different from others in terms of HRM. In particular, these companies have more individualized pay systems, more general objectives, and have less control over their employees (they give more autonomy at work). Innovative companies also develop more training and, furthermore, are used to discussing and negotiating more than other firms. Conversely, no significant link is reached between social climate and strategy.

Keywords: strategy; human resource management (HRM); negotiation; remuneration; autonomy; estrategia; gestión de recursos humanos (GRH); negociación; remuneración; autonomía; stratégie; gestion des ressources humaines (GRH); négociation; rémunération; autonomie (search for similar items in EconPapers)
Date: 2017
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Published in Relations Industrielles / Industrial Relations, 2017, 72 (1), pp.173-202. ⟨10.7202/1039595ar⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03897958

DOI: 10.7202/1039595ar

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