HRM and innovation: a multi‐level organisational learning perspective

Drawing on the 4I organisational learning framework, this article develops a model to explain the multi‐level and cross‐level relationships between HRM practices and innovation. Individual‐, team‐ and organisational‐level learning stocks are theorised to explain how HRM practices affect innovation at a given level. Feed‐forward and feedback learning flows explain how cross‐level effects of HRM practices on innovation take place. In addition, we propose that HRM practices fostering individual‐, team‐ and organisational‐level learning should form a coherent system to facilitate the emergence of innovation. The article is concluded with discussions on its contributions and potential future research directions.