In e na ional Jou nal o Inno a i e In en ions in Social Science and Humani ies
ISSN(p in ): 3050-6921, ISSN(online): 3050-693X
Volume 02 Issue 10 Oc obe 2025
DOI: 10.58806/ijiissh.2025. 2i10n01
Page No: 220-222
220 Volume 02 Issue 10 Oc obe 2025 Co esponding Au ho : Awad Mab ok
Human Resou ce Managemen ’s Role in Fos e ing Inno a ion Cul u e: a
C i ical Li e a u e Re iew
Awad Mab ok
Al-Raed College o Economic Sciences, Libya
ABSTRACT
ARTICLE DETAILS
This li e a u e e iew aims o analyze he s a egic ole o Human Resou ce Managemen (HRM) in
building an inno a ion cul u e wi hin o ganiza ions, ocusing on he heo e ical and applied
mechanisms ha suppo his ans o ma ion. Th ough a c i ical analysis o o e 80 published s udies
be ween 2015 and 2024, he pape p o ides a hema ic classi ica ion o HRM's oles in inno a ion and
highligh s eme ging challenges in ligh o digi al ans o ma ion. The indings show ha HRM
con ibu es o os e ing inno a ion ac oss i e main axes: a ac ing inno a i e alen , designing
dynamic wo k en i onmen s, adop ing sma incen i es, in es ing in echnology, and p omo ing
collabo a ion be ween eams. The pape also discusses esea ch gaps, such as he limi ed s udies on
he impac o gene a i e a i icial in elligence (like Cha GPT) on inno a ion managemen , and
sugges s u u e esea ch di ec ions, such as in eg a ing i ual eali y echnologies in alen aining.
KEYWORDS: O ganiza ional Inno a ion, S a egic Human Resou ce Managemen , Inno a ion
Cul u e, Digi al T ans o ma ion, Talen Sus ainabili y.
Published On:
02 Oc obe 2025
A ailable on:
h ps://ijiissh.com/
INTRODUCTION
In ligh o echnological accele a ion and inc easing global compe i ion, an inno a ion cul u e has become an impe a i e o he
su i al o o ganiza ions. Es ima es om he Wo ld Economic Fo um (2023) indica e ha 65% o he skills equi ed in he labo
ma ke will be ela ed o inno a ion by 2030, while a s udy by McKinsey (2022) epo ed ha o ganiza ions adop ing inno a i e
p ac ices in human esou ce managemen expe ience a 22% inc ease in e enue compa ed o o he s. He e, HRM eme ges as a
pi o al ac o in ansla ing inno a i e s a egies in o angible p ac ices by edesigning ec ui men , aining, and pe o mance
policies o align wi h he demands o he knowledge economy. This pape aims o p o ide a comp ehensi e iew o he subjec
li e a u e, wi h a c i ical analysis o mode n ends and p ac ical challenges, based on a sys ema ic analysis o 80 academic s udies
and indus y epo s.
LITERATURE REVIEW: KEY AXES
1. A ac ing Inno a i e Talen
Leading o ganiza ions ely on uncon en ional ec ui men s a egies, such as:
• Inno a ion Compe ency-Based Assessmen : U ilizing beha io al es s (such as di e gen hinking scales) o iden i y
candida es wi h he abili y o gene a e uncon en ional ideas (Da enpo e al., 2020). A s udy by IBM (2021) indica es ha
78% o eme ging echnology companies ely on c ea i i y me ics in hi ing middle managemen .
• A i icial In elligence in Rec ui men : Analyzing uns uc u ed da a (such as pe sonal p ojec s on Gi Hub o pa icipa ion in
open inno a ion pla o ms) o p edic inno a i e po en ial (Mab ouk, 2025). Fo example, Siemens used na u al language
p ocessing (NLP) ools o examine 50,000 esumes, educing ec ui men ime by 40% while inc easing he quali y o inno a i e
candida es by 30%.
2. Designing Suppo i e Wo k En i onmen s
• S uc u al Flexibili y: Adop ing la o ganiza ional s uc u es ha enhance collabo a ion be ween depa men s (Lee &
Edmondson, 2017). In a case s udy on Spo i y, adop ing he " ibes and squads" model led o a 60% inc ease in he numbe o
de eloped ideas wi hin wo yea s.
Human Resou ce Managemen ’s Role in Fos e ing Inno a ion Cul u e: a C i ical Li e a u e Re iew
221 Volume 02 Issue 10 Oc obe 2025 Co esponding Au ho : Awad Mab ok
• Non-Financial Incen i es: Recognizing inno a i e ideas h ough in e nal pla o ms (such as an "Idea Hacka hon" sys em)
inc eases employee engagemen by 50% (Bock, 2015). Google demons a ed ha g an ing oppo uni ies o lead small p ojec s
o junio employees aises alen e en ion a es by 34%.
3. Technology as an Enabling Fac o
• Open Inno a ion Pla o ms: Tools like IdeaScale and B igh idea enable he simul aneous collec ion o ideas om employees
and cus ome s (Chesb ough, 2020). P oc e & Gamble epo ed ha i s use o he "Connec + De elop" pla o m con ibu ed o
he de elopmen o 50% o i s new p oduc s h ough ex e nal collabo a ion.
• Augmen ed Reali y (AR) in T aining: Inc eases he e iciency o c ea i e skill de elopmen p og ams by 40% (Deloi e,
2022). Fo example, Boeing used AR glasses o ain enginee s on designing i ual ai c a models, educing aining ime by
35%.
4. Collabo a ion Among Mul idisciplina y Teams
Inno a i e o ganiza ions encou age he o ma ion o di e se wo k eams ha in eg a e expe ise om di e en ields. Acco ding o
a Ha a d Business Re iew (2023) s udy, mul idisciplina y eams p oduce 45% mo e inno a i e ideas compa ed o homogeneous
eams.
Challenges and C i icisms
• Resis ance o Change: 70% o inno a ion ans o ma ion a emp s ail due o a cul u e o ea o ailu e (Ko e , 2018). In a
s udy o 200 o ganiza ions in he Middle Eas , 65% o manage s indica ed ha employees p e e o adhe e o adi ional
p ocedu es due o ea o isk.
• Quan i a i e Measu emen : The absence o uni ied pe o mance indica o s o measu e he inancial e u n on in es men in
inno a ion (OECD, 2023). A PwC (2022) su ey showed ha 58% o companies ely on inaccu a e indica o s such as " he
numbe o ideas submi ed," wi hou linking hem o p o i abili y.
• E hical Dimensions: Bias in a i icial in elligence algo i hms in e alua ing ideas may supp ess human c ea i i y (S one &
Dead ick, 2021). Fo example, a s udy by MIT (2023) ound ha algo i hms a o ideas simila o his o ical da a, limi ing
adical ideas.
Fu u e T ends
• Human Resou ces 5.0: In eg a ing hyb id wo k models wi h me a e se ools o enhance i ual collabo a ion. Ga ne (2024)
p edic s ha 30% o b ains o ming sessions will be conduc ed in h ee-dimensional i ual en i onmen s by 2026.
• Adap i e Leade ship: De eloping leade ship skills capable o managing eams di e se in gene a ion and geog aphy. The
Wo ld Economic Fo um (2023) indica es ha 40% o cu en leade s lack he digi al skills necessa y o lead inno a i e
ans o ma ion.
• Responsible Inno a ion: Designing policies ha ensu e a balance be ween he pu sui o p oduc i i y and he p o ec ion o
employees' men al heal h. Fo example, Mic oso began implemen ing an "Inno a ion Lea e" policy ha g an s employees a
paid week o de elop pe sonal p ojec s.
CONCLUSION
This e iew shows ha he success o o ganiza ions in os e ing inno a ion depends on he abili y o human esou ce managemen
o adop in eg a ed s a egies ha combine lexible policies, ad anced echnology, and enligh ened leade ship. Howe e , he e
emains an u gen need o applied s udies explo ing he impac o eme ging echnologies (such as Blockchain and Web3) on he
design o inno a i e wo k en i onmen s. The pape ecommends h ee p ac ical s eps:
• De eloping inno a i e pe o mance indica o s ha ocus on he quali y o ideas a he han hei quan i y.
• Enhancing pa ne ships be ween depa men s o in eg a e inno a ion in o all p ocesses.
• Adop ing comp ehensi e policies o ensu e ai ness in e alua ing inno a i e ideas.
REFERENCES
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Human Resou ce Managemen ’s Role in Fos e ing Inno a ion Cul u e: a C i ical Li e a u e Re iew
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