Show simple item record

dc.contributor.authorPeetz, David
dc.contributor.authorMuurlink, Olav
dc.contributor.authorTownsend, Keith
dc.contributor.authorWilkinson, Adrian
dc.contributor.authorBrabant, Madeleine
dc.date.accessioned2018-03-08T04:18:27Z
dc.date.available2018-03-08T04:18:27Z
dc.date.issued2017
dc.identifier.issn0048-3486
dc.identifier.doi10.1108/PR-09-2016-0249
dc.identifier.urihttp://hdl.handle.net/10072/370787
dc.description.abstractPurpose – The purpose of this paper is to explore differences in the degree of innovation in employment relations (ER) between emerging and established firms, Design/methodology/approach – A large national telephone survey (N ¼ 1,416) of both emerging (o5 years) and established firms was conducted. Findings – Emerging firms were more casualised, less unionised, and experiencing higher levels of market expansion and unpredictability. Despite these differences, younger firms showed otherwise remarkable similarity to older firms across a range of ER practices, and both categories showed a reliance on business networks, rather formal training, for ER knowledge. While introducing ER changes more rapidly than older (and larger) firms, they were converging towards a suite of ER practices similar to that adopted by older firms. The results suggest that, if anything, established firms may have been engaged in greater innovation in more unusual ER practices. Research limitations/implications – Only managers were surveyed. The data are cross-sectional rather than longitudinal. As the study was undertaken in only one country, replication in other settings would be desirable. Originality/value – The results raise major doubts about the notion that new firms represent the cutting edge of innovation, and highlights the degree to which newer firms match or mimic older firms’ ER architecture. Keywords Innovation, Convergence, Quantitative, Divergence, New firms, Emerging firms, Employment relations practices
dc.description.peerreviewedYes
dc.languageEnglish
dc.language.isoeng
dc.publisherEmerald Insight
dc.relation.ispartofpagefrom1397
dc.relation.ispartofpageto1413
dc.relation.ispartofissue7
dc.relation.ispartofjournalPersonnel Review
dc.relation.ispartofvolume46
dc.subject.fieldofresearchHuman resources and industrial relations
dc.subject.fieldofresearchStrategy, management and organisational behaviour
dc.subject.fieldofresearchApplied and developmental psychology
dc.subject.fieldofresearchcode3505
dc.subject.fieldofresearchcode3507
dc.subject.fieldofresearchcode5201
dc.titleAre new organisations at the cutting edge of employment relations innovation?
dc.typeJournal article
dc.type.descriptionC1 - Articles
dc.type.codeC - Journal Articles
dcterms.licensehttp://creativecommons.org/licenses/by/4.0/
dc.description.versionVersion of Record (VoR)
gro.facultyGriffith Business School, Dept of Employment Relations and Human Resources
gro.rights.copyright© David Peetz, Olav Muurlink, Keith Townsend, Adrian Wilkinson and Madeleine Brabant 2017. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
gro.hasfulltextFull Text
gro.griffith.authorPeetz, David R.
gro.griffith.authorTownsend, Keith J.
gro.griffith.authorWilkinson, Adrian J.


Files in this item

This item appears in the following Collection(s)

  • Journal articles
    Contains articles published by Griffith authors in scholarly journals.

Show simple item record