This paper analyzes the impact of talent policy on the R&D personnel recruitment and corporate innovation. The research is based on more than 5.8 million online recruitments from listed companies from 2017 to 2018. The study makes five principal findings. Firstly, companies affected by talent policy have significantly increased the number of R&D personnel recruited. Secondly, at the policy level, the incentive effect varies according to different levels of talent policy subsidies and threshold requirements, with more significant effects observed where subsidies are higher and threshold requirements are lower. Thirdly, at the enterprise level, the incentive effect is more significant for high-tech enterprises, better governance companies, and non-state owned enterprises. Fourthly, at the city level, the incentive effect is more significant in cities with better economic development, higher administrative levels, and better scientific research support environments. Finally, after the introduction of talent policy, there have been significant improvements in enterprises' R&D investment, patent output and R&D efficiency. In terms of R&D personnel recruitment, this paper provides micro-level evidence for the influence effect, and identifies specific mechanisms and boundary conditions of talent policy on corporate innovation. It expands the research on the influence effect of government and institutional factors on corporate innovation. In addition, it provides reference for accelerating the building up of a talent-strong country, deepening the implementation of innovation-driven development strategy and realizing economic transformation and upgrading.
This study is based on the Ability Motivation-Opportunity (AMO) model. Through two sub-studies, it explores the influence of ability-enhancing, motivation enhancing, and opportunity-enhancing strategic human resource management (SHRM) in science and technology enterprises, on product innovation performance (PIP). It also reveals the dynamic evolution that influence from the perspective of the enterprise lifecycles. Sub-study 1 analyzes 441 questionnaires from managers of science and technology enterprises, using a qualitative comparative analysis method to determine the differences in the lifecycles of different enterprises. A qualitative comparative analysis of the questionnaires identifies the configurations of AMO SHRM, organizational emotional capability (OEC), and organizational human capital (OHC) that affect PIP at different lifecycles. Sub study 2 empirically validates the dynamic capability path and resource enhancing path of the impact of AMO SHRM on PIP using 444 questionnaires from managers of science and technology enterprises. The outcomes make the following revelations. (1) There are two possible configurations for product innovation during the startup stage, and opportunity enhancing SHRM (OSHRM), OEC, and OHC are necessary conditions for impacting product innovation. There are three possible configurations for product innovation during the growth phase, and three possible configurations during the mature phase.(2) OSHRM in the startup stage affects product innovation through human capital, while ability-enhancing SHRM (ASHRM) and motivation-enhancing SHRM (MSHRM) do not significantly affect product innovation. ASHRM and OSHRM in the growth stage affect product innovation through OEC and OHC, while MSHRM has a significant impact on product innovation. AMO SHRM in the mature stage affects PIP through OEC and OHC. The study compares the impact of AMO SHRM on PIP from the perspectives of dynamic capability and resource-enhancing paths, and longitudinally analyzes the adaptability of the two paths in different stages of the enterprise life, providing reference for science and technology enterprise management practices.
Innovative leadership and innovation oriented human resource management practices (HRMPs) are soft and hard measures, respectively, that promote team innovation performance (TIP). This study is based on human capital theory, integrating the leadership process model and the content-process-results framework of HRM (HRM-CPO), and using data from 259 teams and 1,278 employees in leader subordinate pairs. Results show that team human capital (THC) is an important mediator in explaining the impact of introducing innovation-oriented practices on TIP. In addition, innovative leadership can improve THC by increasing the level of implemented innovation-oriented HRMPs, thereby affecting TIP. The study extends the level at which HRMPs and leadership behaviors work together and responds to the call for integration of two major research fields of HRM and leadership behavior.
Science and technology innovation talents are at the core of technology innovation, and their mobility has become a source of competition between regions and institutes. This paper analyzes the curriculum vitaes (CVs) of young and middle-aged leading talents in technology innovation, and explores their mobility patterns during their schooling and employment, leading to the following observations: A high-quality learning environment is an essential for the development of innovation talents; the mobility intensity has increased, and the phenomenon of “inbreeding” has been alleviated; the total number of institution or location changes is positively correlated with age, and the overall trend of mobility is stable; the regional imbalance of talent mobility has intensified, and the Matthew Effect, whereby initial advantage amplifies success and initial disadvantage amplifies disadvantage, has become prominent. This paper proposes measures such as refining cross-border mobility policy, expanding the academic vision of innovation talents, encouraging talent employment mobility, optimizing the allocation of resources, improving the human resource environment, establishing a talent development ecology, enriching educational resources, and coordinating the relationship between talent cultivation and talent attraction. These measures are expected to provide insights into the development and mobility of technology innovation talents and to be beneficial for the improvement of science and technology innovation talents policies.
Based on the theory of planned behavior, this study considers entrepreneurial traits and divides the entrepreneurial environment into policy environment, economic environment, and educational and cultural environment. Using SPSS 23.0 and Amos 24.0 softwares, a structural equation model of entrepreneurial intentions for university students originating from Hong Kong and Macao is constructed. A questionnaire survey method is used to collect data from 689 Hong Kong and Macao students in Chinese mainland universities to explore the factors influencing their entrepreneurial intentions and the ranges of their entrepreneurial intentions based on demographic variables. The results show that entrepreneurial attitude, subjective norms, perceived behavioral control, entrepreneurial traits, and entrepreneurial environment have a significant positive impact on the entrepreneurial intentions of Hong Kong and Macao students in the mainland universities. Male students have a higher level of entrepreneurial intentions than female students. Hong Kong students are more likely to have entrepreneurial intentions than Macao students, and students in Guangdong-Hong Kong-Macao Greater Bay Area (briefly, Greater Bay Area) universities are more likely to have such intentions than those from non-Greater Bay Area universities. Students majoring in science, engineering and medicine show a lower likelihood of intension than those majoring in humanities and social sciences. To comprehensively improve the entrepreneurial intentions of Hong Kong and Macao students and enable them to better shoulder their responsibilities in sharing the development dividends of the Greater Bay Area, it is necessary to start from the entrepreneurial environment and from the perspective of cultivating innovative talents. A support framework that integrates a training system, an ecological system, and a resource system is proposed to support students from Hong Kong and Macao in entrepreneurial development in the mainland.