International Journal of Research Studies in Management
CollabWritive Special Issue
2024 Volume 12 Issue 8
Available Online: 30 July 2024
Author/s:
Geng, Yinzhi
Graduate School, Lyceum of the Philippines University – Batangas, Philippines (gengyinzhi@163.com)
Abstract:
A strong employee productivity rests on three key pillars: organization innovation practices, talent management, and research and development effectiveness. This study aims to test the relationship between innovation practices, talent management, and R&D effectiveness of technology companies and develop a talent driven innovation framework. It adopted a descriptive design method with 436 employees from various technology companies as participants of the study. A self-structured survey questionnaire was used to conduct the study and the result was tabulated and analyzed using SPSS v.28. The study revealed that technology companies have good organizational innovation practices such as user-driven innovation, technology-oriented innovation, market-oriented innovation, and rapid iterative innovation as agreed by the respondents. The respondents have good evaluation on talent management in terms of skills training, skill matching, talent acquisition, and growth incentives. Research and development activities are effective in terms of output, resource utilization efficiency, and risk control as agreed by the respondents. Highly significant relationships exist between innovation practices, talent management, and R&D effectiveness in technology companies. A talent driven innovation framework for technology companies was developed.
Keywords: organizational innovation, talent management, R&D effectiveness, technological development strategy, innovation practices
DOI: https://doi.org/10.5861/ijrsm.2024.1204
Cite this article:
Geng, Y. (2024). Organization innovation practices, talent management and research and development effectiveness: Basis for talent driven innovation framework. International Journal of Research Studies in Management, 12(8), 39-51. https://doi.org/10.5861/ijrsm.2024.1204