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Innovation-driven development is China's national strategy, and innovation behavior is the foundation of organizational innovation. Empirical research shows that human resource management affects innovative behavior, but most domestic research focuses on content-oriented human resource management, while ignoring the effect of actual implementation, that is, the intensity of human resource management. This paper reviews the research on the strength of human resource management and innovation behavior. From the perspective of social cognition, this paper examines the mechanism of human resource management's action on innovative behavior, explores the role of organizational innovation atmosphere and psychological state in the two, builds an integrated model, and looks forward to the future research direction. Introduction In the new era, China's national economy has changed from factor-input-driven to innovation-driven. The importance of innovation to enterprise development has become the consensus of scholars at home and abroad [1]. The essence of innovation-driven development is talent-driven, and it is necessary to fully stimulate and mobilize the innovation enthusiasm of “people” [2]. Employee Innovation Behavior (EIB) is a key component of an organization's ability to innovate [3], which effectively improves the quality of products and services, expands new customers and markets, improves the market position of the company, and promotes organization Performance. However, most employees in the enterprise are afraid of the limelight, fear of making mistakes, fear of failure, and just work in accordance with the rules. Only a small number of employees have no such concerns at all and are boldly engaged in innovation activities [4]. Why is this happening? What factors affect the EIB? The impact of Human Resource Management (HRM) on EIB has received substantial empirical support in developed countries [5]. For example, Mansouri and Goher (2016) research show that effective HRM practices help employees generate more innovative behavior [6]. However, the existing research mainly focuses on content orientation, that is, the impact of specific HRM measures on EIB, but less on the actual effect of HRM. Bowen and Ostroff (2004) proposed the concept of Human Resource Management Strength (HRMS) [7], which analyzes the impact on employee behavior from the perspective of HRM actual effect, which provides the possibility for further reveal the effects of HRM on the EIB. This paper combs the related research of HRMS and EIB, constructs the research integration model, and looks forward to the future direction of the relationship research between the two.

destech transactions on economics, business and management

Can Human Resource Management Stimulate Innovative Behavior? A Literature Review of the Influence of Strength of Human Resource Management on Employee Innovation Behavior