JSSM  Vol.2 No.3 , September 2009
Developing Human Capital Capabilities of Top Management Team for CoPS Innovation
ABSTRACT
Top management team (TMT) play key roles in many industries and firms. Human resources is continuously developed and considered to be a competitive advantage. Traditional research on TMT has, however, paid scant attention to the human capital capabilities of TMT needed for firms. Furthermore, traditional work on TMT of firms pays limited attention to its specific traits in complex products and systems (CoPS) innovation. In the present paper, we explore the development of human capabilities of TMT observed in CoPS innovation firms. We developed a model for analysis the human capital capabilities of TMT for CoPS Innovation, and suggested that a dynamic interplay between the development of human capital capabilities of TMT and the changing CoPS innovation environment, and human capital capabilities of TMT for CoPS innovation could be developed through team learning. And we formulated an empirical research framework for the analysis of factors affecting the human capital capabilities of TMT for CoPS innovation. Four key factors were identified and extracted by using factor analysis, and these resulting factors were related to the performance of CoPS innovation by using a multiple regression analysis method. The proposed framework identified four blocks of human capital capabilities of TMT for CoPS innovation, namely technology innovation management, risk management, organization management and relationship network management. The paper argues that TMT for CoPS innovation firms are only able to effectively harness and develop their human capital capabilities by team learning and integrating these four building blocks within the team.

Cite this paper
nullY. GE and W. YANG, "Developing Human Capital Capabilities of Top Management Team for CoPS Innovation," Journal of Service Science and Management, Vol. 2 No. 3, 2009, pp. 221-229. doi: 10.4236/jssm.2009.23027.
References
[1]   R. Miller, M. Hobday, T. Leroux_Demers, and X. Olleros, “Innovation in complex system industries: The case of flight simulators,” Industrial and Corporate Change, No. 2, pp. 63-400, 1995.

[2]   F. H. Xie, X. G. Yao, and J. J. Gu, “An empirical study on relation between enterprise top management team’s heterogeneity and enterprise technological innovation performance,” Science Research Management, No. 29, pp. 65-73, 2008.

[3]   C. F. Chang, “The impacts of top management team characteristics and entrepreneurial orientation on management competence and performance,” National Chen Kung University, Institute of Business Administration Master’s Thesis, 2005.

[4]   R. M. Cyert and J. G. March, “A behavioral theory of the firm,” Englewood Cliffs, Prentice-Hall, NJ, 1963.

[5]   J. Child, “Managerial and organizational factors associated with company performance,” Journal of Mangement Studies, No. 11, pp. 13-27, 1974.

[6]   D. C. Hambrick and P. A. Mason, “Upper echelons: The organization as a reflection of its top managers,” Academy of Management Review, No. 9, pp. 193-206, 1984.

[7]   J. G. Michel and D. C. Hambrick, “Diversification posture and the characteristics of the top management team,” Academy of Management Journal, No. 35, pp. 9-37, 1992.

[8]   M. F. Wiersema and K. A. Bantel, “Top management team demography and corporate change,” Academy of Management Journal, No. 35, pp. 91-121, 1992.

[9]   D. C. Hambrick and R. D’Aveni, “Top management team deterioration as part of the downward spiral of large corporate bankruptcies,” Management Science, No. 38, pp. 1445-1466, 1992.

[10]   K. G. Smith, et al., “Top management team demography and process: The role of social integration and communication,” Administrative Science Quarterly, No. 39, pp. 412-438, 1994.

[11]   C. A. O’Reilly and J. N. Boothe, “Executive team de-mography and organizational change,” In G. P. Huber and W. H. Glick (eds.), Organizational Change and Re-design: Ideas and Insights for Improving Performance, Oxford University Press, New York, 1993.

[12]   D. C. Knight, et al., “Top management team diversity, team process, and strategic consensus,” Strategic Management Journal, No. 20, pp. 445-465, 1999.

[13]   Y. H. Ge, “Research of the relationship model between top management team and enterprise performance based on huaman capital value factors,” Science of Science and Management, No. 8, pp. 160-165, 2008.

[14]   A. Davies and T. Brandy, “Organisational capabilities and learning in complex product systems: Towards repeatable solutions,” Research Policy, No. 29, pp. 931- 955, 2000.

[15]   D. M. Gann and A. Salter, “Innovation in project-based, service-enhanced firms: The construction of complex products and systems,” Research Policy, No. 29, pp. 955-972, 2000.

[16]   S. Caffyn, “Extending continuous improvement to the new product development process,” R&D Management, No. 27, pp. 3, 1997.

[17]   E. Bartezzaghi, M. Corso, et al., “Continuous improvement and inter-project learning in new product development,” International Journal of Technology Management, No. 14, pp. 1, 1997.

[18]   R. Coombs and R. Hull, “Knowledge management practices and path-dependency in innovation,” CRIC Discussion Paper, Manchester, No. 2, 1997.

[19]   A. Davies, T. Brady, D. Gann, et al., “Integrated solutions: The new economy between manufacturing and services,” Report, 2001.

[20]   L. Raymond and J. St-Pierre, “Antecedents and performance outcomes of advanced manufacturing systems sophistication in SMEs,” Journal of Operations & Production Management, No. 25, pp. 511-533, 2005.

[21]   Y. P. Wang, C. T. Teng, A. H. G. Vieira Filho, C. Gorenstein, and L. H. Andrade, “Dimensionality of the premenstrual syndrome: Confirmatory factor analysis of premenstrual dysphonic symptoms among college students,” Brazilian Journal of Medical and Biological Research, No. 40, pp. 639-647, 2007.

 
 
Top