Journals Proceedings

Abstract

Organization theorists and researchers have assumed that management innovation is one of the sustainable sources of competitive advantage. In addition, previous studies have emphasized the significance of an implementation climate and an innovation–values fit that are suitable for effective innovation implementation. This study analyzes a case of human resource management (HRM) innovation in a Japanese firm. The findings suggest that targeted users’ HRM frames, which have been developed based on their experiences of previous and current HRM practices, influence their sensemaking of the new practice, and thus affect HRM innovation implementation. Moreover, the findings indicate that congruence between the HRM frames of innovators and targeted users is important for effective implementation of HRM innovations. These findings could also be applied to management innovation in general.