Applications of Fuzzy Logic to Reconfigure Human Resource Management Practices for Promoting Product Innovation in Formal and Non-Formal R&D Firms
Abstract
:1. Introduction
2. Literature Review
2.1. Internal HRM Practices
2.1.1. In-House Training
2.1.2. Engineer Rotation
2.1.3. R&D Personnel Development
2.1.4. Quality Control Circles
2.2. Supply Chain Collaboration
2.3. Firm Technological Capabilities
2.4. Product Innovation
3. Methodology
3.1. Sample and Data Collection
3.2. Data Cleaning
3.3. fs/QCA
3.3.1. Causal Conditions and Outcomes
3.3.2. Variables Calibrations
3.3.3. Necessity Analysis
4. Results and Discussions
4.1. Firm Description
4.2. Formal R&D Firms
4.3. Non-Formal R&D Firms
4.4. Cross-Comparison between Formal and Non-Formal R&D Firms
5. Conclusions
6. Practical Implication, Limitations, and Further Studies
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
References
- Jeenanunta, C.; Rittippant, N.; Chongphaisal, P.; Hamada, R.; Intalar, N.; Tieng, K.; Chumnumporn, K. Human resource development for technological capabilities upgrading and innovation in production networks: A case study in Thailand. Asian J. Technol. Innov. 2017, 25, 330–344. [Google Scholar] [CrossRef]
- Mani, S. Human resource management and co-ordination for innovation activities—Cases from India’s automotive industry. Asian J. Technol. Innov. 2017, 25, 228–245. [Google Scholar] [CrossRef]
- Norasingh, X.; Southammavong, P. Firm-level human resource management and innovation activities in production networks: A case study of Lao handicraft firms. Asian J. Technol. Innov. 2017, 25, 288–309. [Google Scholar] [CrossRef]
- Binh, T.T.C.; Linh, N.M. Human resource management for innovation in Vietnam’s electronics industry. Asian J. Technol. Innov. 2017, 25, 345–366. [Google Scholar] [CrossRef]
- Tsuji, M.; Shigeno, H.; Ueki, Y.; Idota, H.; Bunno, T. Characterizing R&D and HRD in the innovation process of Japanese SMEs: Analysis based on field study. Asian J. Technol. Innov. 2017, 25, 367–385. [Google Scholar]
- Del Prado, F.L.E.; Rosellon, M.A.D. Developing technological capability through human resource management: Case study from the Philippines. Asian J. Technol. Innov. 2017, 25, 310–329. [Google Scholar] [CrossRef]
- Tsang, E.W.K. The knowledge transfer and learning aspects of international HRM: An empirical study of Singapore MNCs. Int. Bus. Rev. 1999, 8, 591–609. [Google Scholar] [CrossRef]
- Aminullah, E.; Hermawati, W.; Fizzanty, T.; Soesanto, Q.M.B. Managing human capital for innovative activities in Indonesian herbal medicine firms. Asian J. Technol. Innov. 2017, 25, 268–287. [Google Scholar] [CrossRef]
- Mohan, A.V. Human resource management and coordination for innovation activities: Gleanings from Malaysian cases. Asian J. Technol. Innov. 2017, 25, 246–267. [Google Scholar] [CrossRef]
- Glaister, A.J.; Karacay, G.; Demirbag, M.; Tatoglu, E. HRM and performance—The role of talent management as a transmission mechanism in an emerging market context. Hum. Resour. Manag. J. 2018, 28, 148–166. [Google Scholar] [CrossRef] [Green Version]
- Ueki, Y. The roles of top management characteristics, human resource management and customer relationships in innovations: An exploratory analysis. Asian J. Technol. Innov. 2017, 25, 206–227. [Google Scholar] [CrossRef]
- Zhang, J.A.; Edgar, F.; Geare, A.; O’Kane, C. The interactive effects of entrepreneurial orientation and capability-based HRM on firm performance: The mediating role of innovation ambidexterity. Ind. Mark. Manag. 2016, 59, 131–143. [Google Scholar] [CrossRef]
- Gill, R.; Wong, A. The cross-cultural transfer of management practices: The case of Japanese human resource management practices in Singapore. Int. J. Hum. Resour. Manag. 1998, 9, 116–135. [Google Scholar] [CrossRef]
- Newell, S.; Robertson, M.; Scarbrough, H.; Swan, J. Human resource management and knowledge work. In Managing Knowledge Work and Innovation; Palgrave Macmillan: London, UK, 2009. [Google Scholar]
- Jørgensen, F.; Becker, K. The role of HRM in facilitating team ambidexterity. Hum. Resour. Manag. J. 2017, 27, 264–280. [Google Scholar] [CrossRef] [Green Version]
- Cooke, F.L. Concepts, contexts, and mindsets: Putting human resource management research in perspectives. Hum. Resour. Manag. J. 2018, 28, 1–13. [Google Scholar] [CrossRef] [Green Version]
- Fey, C.F.; Björkman, I.; Pavlovskaya, A. The effect of human resource management practices on firm performance in Russia. Int. J. Hum. Resour. Manag. 2011, 11, 1–18. [Google Scholar] [CrossRef]
- Shipton, H.; Fay, D.; West, M.; Patterson, M.; Birdi, K. Managing people to promote innovation. Creat. Innov. Manag. 2005, 14, 118–128. [Google Scholar] [CrossRef]
- Lin, C.-H.; Sanders, K. HRM and innovation: A multi-level organisational learning perspective. Hum. Resour. Manag. J. 2017, 27, 300–317. [Google Scholar] [CrossRef] [Green Version]
- Sobanke, V.; Adegbite, S.; Ilori, M.; Egbetokun, A. Determinants of technological capability of firms in a developing country. Procedia Eng. 2014, 69, 991–1000. [Google Scholar] [CrossRef] [Green Version]
- Li, X.; Wang, J.; Liu, X. Can locally-recruited R&D personnel significantly contribute to multinational subsidiary innovation in an emerging economy? Int. Bus. Rev. 2013, 22, 639–651. [Google Scholar]
- González, X.; Miles-Touya, D.; Pazó, C. R&D, worker training and innovation: Firm-level evidence. Ind. Innov. 2016, 23, 694–712. [Google Scholar]
- Watanabe, S. The Japanese quality control circle: Why it works. Int. Labour Rev. 1991, 130, 57–80. [Google Scholar]
- Pfeffer, J. Competitive Advantage through People: Unleashing the Power of the Work Force; Harvard Business School Press: Boston, MA, USA, 1994. [Google Scholar]
- Nonaka, I.; Takeuchi, H. The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation; Oxford University Press: Oxford, UK, 1995. [Google Scholar]
- Delaney, J.T.; Huselid, M.A. The impact of human resource management practices on perceptions of organizational performance. Acad. Manag. J. 1996, 39, 949–969. [Google Scholar]
- Koch, M.J.; McGrath, R.G. Improving labor productivity: Human resource management policies do matter. Strateg. Manag. J. 1996, 17, 335–354. [Google Scholar] [CrossRef]
- Dyer, J.H.; Nobeoka, K. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strateg. Manag. J. 2000, 21, 345–367. [Google Scholar] [CrossRef]
- Kafouros, M.I.; Forsans, N. The role of open innovation in emerging economies: Do companies profit from the scientific knowledge of others? J. World Bus. 2012, 47, 362–370. [Google Scholar] [CrossRef]
- OECD. Thailand: Innovation profile. In Innovation in Southeast Asia; OECD Publishing: Paris, France, 2013. [Google Scholar]
- Ren, S.; Wang, L.; Yang, W.; Wei, F. The effect of external network competence and intrafirm networks on a firm’s innovation performance: The moderating influence of relational governance. Innovation 2013, 15, 17–34. [Google Scholar] [CrossRef]
- Pellegrini, L.; Lazzarotti, V. How governance mechanisms in family firms impact open innovation choices: A fuzzy logic approach. Creat. Innov. Manag. 2019, 28, 486–500. [Google Scholar] [CrossRef]
- Hsieh, W.L.; Ganotakis, P.; Kafouros, M.; Wang, C. Foreign and domestic collaboration, product innovation novelty, and firm growth. J. Prod. Innov. Manag. 2018, 35, 652–672. [Google Scholar] [CrossRef] [Green Version]
- Ahn, J.M.; Kim, D.-B.; Moon, S. Determinants of innovation collaboration selection: A comparative analysis of Korea and Germany. Innovation 2017, 19, 125–145. [Google Scholar] [CrossRef]
- Sudhir Kumar, R.; Bala Subrahmanya, M.H. Influence of subcontracting on innovation and economic performance of SMEs in Indian automobile industry. Technovation 2010, 30, 558–569. [Google Scholar] [CrossRef]
- Bullinger, H.-J.; Auernhammer, K.; Gomeringer, A. Managing innovation networks in the knowledge-driven economy. Int. J. Prod. Res. 2004, 42, 3337–3353. [Google Scholar] [CrossRef]
- Stock, G.N.; Greis, N.P.; Kasarda, J.D. Enterprise logistics and supply chain structure: The role of fit. J. Oper. Manag. 2000, 18, 531–547. [Google Scholar] [CrossRef]
- Reichstein, T.; Salter, A.J.; Gann, D.M. Break on through: Sources and determinants of product and process innovation among UK construction firms. Ind. Innov. 2008, 15, 601–625. [Google Scholar] [CrossRef]
- Yunus, E.N. Leveraging supply chain collaboration in pursuing radical innovation. Int. J. Innov. Sci. 2018, 10, 350–370. [Google Scholar] [CrossRef]
- Lawson, B.; Krause, D.; Potter, A. Improving supplier new product development performance: The role of supplier development. J. Prod. Innov. Manag. 2015, 32, 777–792. [Google Scholar] [CrossRef]
- Menguc, B.; Auh, S.; Yannopoulos, P. Customer and supplier involvement in design: The moderating role of incremental and radical innovation capability. J. Prod. Innov. Manag. 2014, 31, 313–328. [Google Scholar] [CrossRef]
- Tsai, K.-H. Collaborative networks and product innovation performance: Toward a contingency perspective. Res. Policy 2009, 38, 765–778. [Google Scholar] [CrossRef]
- Song, M.; Thieme, J. The role of suppliers in market intelligence gathering for radical and incremental innovation. J. Prod. Innov. Manag. 2009, 26, 43–57. [Google Scholar] [CrossRef]
- Kibbeling, M.; Van Der Bij, H.; Van Weele, A. Market orientation and innovativeness in supply chains: Supplier’s impact on customer satisfaction. J. Prod. Innov. Manag. 2013, 30, 500–515. [Google Scholar] [CrossRef]
- Amara, N.; Landry, R. Sources of information as determinants of novelty of innovation in manufacturing firms: Evidence from the 1999 statistics Canada innovation survey. Technovation 2005, 25, 245–259. [Google Scholar] [CrossRef]
- Freel, M.S.; Harrison, R.T. Innovation and cooperation in the small firm sector: Evidence from ‘Northern Britain’. Reg. Stud. 2006, 40, 289–305. [Google Scholar] [CrossRef]
- Harhoff, D.; Mueller, E.; Van Reenen, J. What are the channels for technology sourcing? Panel data evidence from German companies. J. Econ. Manag. Strategy 2014, 23, 204–224. [Google Scholar]
- Intarakumnerd, P.; Chairatana, P.-A.; Tangchitpiboon, T. National innovation system in less successful developing countries: The case of Thailand. Res. Policy 2002, 31, 1445–1457. [Google Scholar] [CrossRef]
- Petsas, I.; Giannikos, C. Process versus product innovation in multiproduct firms. Int. J. Bus. Econ. 2005, 4, 231–248. [Google Scholar]
- Choi, J.; Lee, J. Firm size and compositions of R&D expenditures: Evidence from a panel of R&D performing manufacturing firms. Ind. Innov. 2018, 25, 459–481. [Google Scholar]
- Arnold, E.; Bell, M.; Bessant, J.; Brimble, P. Enhancing policy and institutional support for industrial technology development in Thailand. In The Overall Policy Framework and the Development of the Industrial Innovation System; SPRU-Science and Technology Policy Research: Bangkok, Thailand, 2000. [Google Scholar]
- Tsuji, M.; Ueki, Y.; Shigeno, H.; Idota, H.; Bunno, T. R&D and non-R&D in the innovation process among firms in ASEAN countries. Eur. J. Manag. Bus. Econ. 2018, 27, 198–214. [Google Scholar]
- Intarakumnerd, P. Human resource management and coordination for innovative activities in production networks in Asia: A synthesis. Asian J. Technol. Innov. 2017, 25, 199–205. [Google Scholar] [CrossRef]
- OECD. Frascati manual 2015: Guidelines for collecting and reporting data on research and experimental development. In The Measurement of Scientific, Technological and Innovation Activities; OECD Publishing: Paris, France, 2015. [Google Scholar]
- Kleinknecht, A. Measuring R&D in small firms: How much are we missing? J. Ind. Econ. 1987, 36, 253–256. [Google Scholar]
- Santamaría, L.; Nieto, M.J.; Barge-Gil, A. Beyond formal R&D: Taking advantage of other sources of innovation in low- and medium-technology industries. Res. Policy 2009, 38, 507–517. [Google Scholar]
- Schumpeter, J.A. Theory of Economic Development: An Inquiry into Profits, Capital, Credit, Interest and the Business Cycle; Harvard University Press: Cambridge, MA, USA, 1934. [Google Scholar]
- Van de Ven, A.H. Central problems in the management of innovation. Manag. Sci. 1986, 32, 590–607. [Google Scholar] [CrossRef]
- Swan, J.; Newell, S.; Robertson, M. The illusion of ‘best practice’ in information systems for operations management. Eur. J. Inf. Syst. 1999, 8, 284–293. [Google Scholar] [CrossRef]
- Mangematin, V.; Mandran, N. Do non-R&D intensive industries benefit of spillovers from public research? The case of the agro-food industry. In Innovation and Firm Performance. Econometric Explorations of Survey Data; Kleinknecht, A., Monhen, P., Eds.; Palgrave: London, UK, 2001. [Google Scholar]
- Rogers, M. The Definition and Measurement of Innovation; Melbourne Institute of Applied Economic and Social Research: Parkville, Victoria, Australia, 1998; Volume 98. [Google Scholar]
- Saha, S. Firm’s objective function and product and process R&D. Econ. Model. 2014, 36, 484–494. [Google Scholar]
- Tsuji, M.; Idota, H.; Ueki, Y.; Bunno, T. Innovation process of natural-resource-based firms in four ASEAN economies: An SEM approach. STI Policy Manag. J. 2017, 2, 1–14. [Google Scholar] [CrossRef] [Green Version]
- Ogawa, M.; Ueki, Y.; Idota, H.; Bunno, T.; Tsuji, M. Internal innovation capacity and external linkages in firms of ASEAN economies focusing on endogeneity. J. STI Policy Manag. 2018, 3, 97–117. [Google Scholar] [CrossRef]
- NESDB; OPM. The Twelfth National Economic and Social Development Plan: Thailand (2017–2021); Office of the National Economic and Social Development Board and Office of the Prime Minister: Bangkok, Thailand, 2017. [Google Scholar]
- MOI. List of Firms Categorized by Location. 2015. Available online: http://www2.diw.go.th/factory/tumbol.asp (accessed on 3 December 2016).
- Ragin, C.C.; Davey, S. Fuzzy-Aet/Qaulitative Compartive Analysis 3.0; Department of Sociology, University of California: Irvine, CA, USA, 2016. [Google Scholar]
- Zadeh, L.A. Fuzzy sets. Inf. Control 1965, 8, 338–353. [Google Scholar] [CrossRef] [Green Version]
- Ragin, C.C. Redesigning Social Inquiry: Fuzzy Sets and Beyond; University of Chicago Press: Chicago, IL, USA, 2008. [Google Scholar]
- Tóth, Z.; Thiesbrummel, C.; Henneberg, S.C.; Naudé, P. Understanding configurations of relational attractiveness of the customer firm using fuzzy set QCA. J. Bus. Res. 2015, 68, 723–734. [Google Scholar] [CrossRef]
- Fiss, P.C. A set-theoretic approach to organizational configurations. Acad. Manag. Rev. 2007, 32, 1180–1198. [Google Scholar] [CrossRef] [Green Version]
- Ragin, C.C.; Rihoux, B. Qualitative Comparative Analysis (QCA): State of the Art and Prospects. In Proceedings of the Annual Meeting of the American Political Science Association, Chicago, IL, USA, 2–5 September 2004. [Google Scholar]
- Ueki, Y.; Tsuji, M. The roles of ICTs in product innovation in Southeast Asia. In Proceedings of the 5th Multidisciplinary International Social Networks Conference, Saint-Etienne, France, 16 July 2018. [Google Scholar]
- Nunnally, J.C. Psychometric Theory, 2nd ed.; McGraw-Hill: New York, NY, USA, 1978. [Google Scholar]
- Hsiao, Y.-H.; Chen, L.-F.; Chang, C.-C.; Chiu, F.-H. Configurational path to customer satisfaction and stickiness for a restaurant chain using fuzzy set qualitative comparative analysis. J. Bus. Res. 2016, 69, 2939–2949. [Google Scholar] [CrossRef]
- Scaringella, L.; Burtschell, F. The challenges of radical innovation in Iran: Knowledge transfer and absorptive capacity highlights-Evidence from a joint venture in the construction sector. Technol. Forecast. Soc. Chang. 2017, 122, 151–169. [Google Scholar] [CrossRef]
- Kafouros, M.I.; Buckley, P.J.; Sharp, J.A.; Wang, C. The role of internationalisation in explaining innovation performance. Technovation 2008, 28, 63–74. [Google Scholar] [CrossRef] [Green Version]
Internal HRM Practices, Supply Chain Collaboration, and Product Innovation | Formal (38) | Non-Formal (49) | |
---|---|---|---|
In-house training (it) | • Employees develop training courses without help from outside. | 0.808 | 0.781 |
• Employees develop training materials without help from outside. | |||
• Employees serve as trainers/lecturers for training courses. | |||
• Firms have an in-house training facility/center. | |||
Engineer rotation (er) | • Firms have rotational programs for engineers to rotate around various roles in a department. | 0.757 | 0.797 |
• Firms have rotational programs for engineers to rotate around various departments. | |||
• Firms have career path programs for engineers to develop leaders of innovative activities. | |||
• Firms have external secondment programs to give opportunities for engineers to work in other firms. | |||
R&D personnel development (pd) | • Firms conduct small group activities among R&D personnel. | 0.832 | 0.92 |
• R&D personnel have regular meetings to discuss problems/solutions. | |||
• Firms develop personnel in charge of R&D. | |||
Quality control circles (qcc) | • Firms have systems to disseminate successful experiences of quality control circles across the firm. | 0.782 | 0.777 |
• Firms have systems to learn from successful experiences of quality control circles with customers/suppliers. | |||
Customer collaboration (cc) | • The main customer dispatches personnel to the firm. | 0.759 | 0.807 |
• Firms provide training to the main customer. | |||
• Firms receive training from the main customer. | |||
• Firms design a new product or service with the main customer. | |||
• Firms’ engineers obtain new technologies and knowledge through training/learning from customers. | |||
• Firms ask advice from/co-operate with foreign-owned (MNC/JV) customers. | |||
• Firms’ engineers communicate directly with the engineers of customers. | |||
Supplier collaboration (sc) | • The main supplier dispatches personnel to the firm. | 0.727 | 0.783 |
• Firms provide training to the main supplier. | |||
• Firms receive training from the main supplier. | |||
• Firms design a new product or service with the main supplier. | |||
• Firms’ engineers obtain new technologies and knowledge through training/learning from suppliers. | |||
• Firms ask advice from/co-operate with foreign-owned (MNC/JV) suppliers. | |||
• Firms’ engineers communicate directly with the engineers of suppliers. | |||
Product innovation | • Redesigning packaging or significantly changing appearance design. (pdi1) | ||
• Significantly improving current products. (pdi2) | |||
• Producing new products based on existing technologies. (pdi3) | |||
• Producing new products based on new technologies. (pdi4) |
Formal R&D | it | er | pd | qcc | cc | sc | pdi1 | pdi2 | pdi3 | pdi4 |
---|---|---|---|---|---|---|---|---|---|---|
Frequency | 38.000 | 38.000 | 38.000 | 38.000 | 38.000 | 38.000 | 38.000 | 38.000 | 38.000 | 38.000 |
Std. Deviation | 0.384 | 0.380 | 0.369 | 0.457 | 0.316 | 0.305 | 0.276 | 0.301 | 0.252 | 0.371 |
Minimum | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.500 | 0.000 |
Median | 0.750 | 0.250 | 1.000 | 0.500 | 0.643 | 0.571 | 1.000 | 1.000 | 1.000 | 0.500 |
Maximum | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
Calibration values at | ||||||||||
Full non-membership point (5th percentile) | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.136 | 0.475 | 0.000 | 0.500 | 0.000 |
Crossover point (50th percentile, Mean) | 0.625 | 0.434 | 0.754 | 0.513 | 0.560 | 0.553 | 0.789 | 0.776 | 0.776 | 0.566 |
Full membership point (95th percentile) | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
Non-Formal R&D | it | er | pd | qcc | cc | sc | pdi1 | pdi2 | pdi3 | pdi4 |
---|---|---|---|---|---|---|---|---|---|---|
Frequency | 49.000 | 49.000 | 49.000 | 49.000 | 49.000 | 49.000 | 49.000 | 49.000 | 49.000 | 49.000 |
Std. Deviation | 0.381 | 0.336 | 0.460 | 0.451 | 0.329 | 0.326 | 0.307 | 0.310 | 0.313 | 0.357 |
Minimum | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 |
Median | 0.500 | 0.000 | 0.000 | 0.500 | 0.286 | 0.429 | 1.000 | 0.500 | 0.500 | 0.500 |
Maximum | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 | 1.000 |
Calibration values at | ||||||||||
Full non-membership point (5th percentile) | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 | 0.000 |
Crossover point (50th percentile, Mean) | 0.469 | 0.235 | 0.422 | 0.490 | 0.367 | 0.429 | 0.724 | 0.653 | 0.663 | 0.551 |
Full membership point (95th percentile) | 1.000 | 1.000 | 1.000 | 1.000 | 0.929 | 0.857 | 1.000 | 1.000 | 1.000 | 1.000 |
Formal R&D | it | ~ it | er | ~ er | pd | ~ pd | qcc | ~ qcc | cc | ~ cc | sc | ~ sc | |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
pdi1 | Consistency | 0.600 | 0.483 | 0.537 | 0.548 | 0.750 | 0.333 | 0.537 | 0.545 | 0.498 | 0.589 | 0.515 | 0.570 |
Coverage | 0.621 | 0.681 | 0.699 | 0.604 | 0.661 | 0.617 | 0.631 | 0.662 | 0.552 | 0.763 | 0.623 | 0.672 | |
~ pdi1 | Consistency | 0.665 | 0.459 | 0.468 | 0.658 | 0.693 | 0.430 | 0.587 | 0.534 | 0.728 | 0.400 | 0.588 | 0.538 |
Coverage | 0.465 | 0.436 | 0.412 | 0.489 | 0.412 | 0.538 | 0.466 | 0.438 | 0.545 | 0.350 | 0.480 | 0.428 | |
pdi2 | Consistency | 0.630 | 0.474 | 0.528 | 0.578 | 0.763 | 0.325 | 0.538 | 0.546 | 0.558 | 0.566 | 0.555 | 0.575 |
Coverage | 0.728 | 0.745 | 0.768 | 0.711 | 0.751 | 0.672 | 0.705 | 0.739 | 0.691 | 0.817 | 0.750 | 0.756 | |
~ pdi2 | Consistency | 0.676 | 0.530 | 0.530 | 0.681 | 0.683 | 0.493 | 0.616 | 0.551 | 0.747 | 0.500 | 0.630 | 0.630 |
Coverage | 0.391 | 0.417 | 0.386 | 0.419 | 0.336 | 0.510 | 0.404 | 0.373 | 0.463 | 0.362 | 0.426 | 0.415 | |
pdi3 | Consistency | 0.614 | 0.477 | 0.558 | 0.533 | 0.815 | 0.276 | 0.541 | 0.550 | 0.583 | 0.509 | 0.614 | 0.476 |
Coverage | 0.583 | 0.617 | 0.666 | 0.539 | 0.659 | 0.469 | 0.583 | 0.613 | 0.592 | 0.604 | 0.681 | 0.514 | |
~ pdi3 | Consistency | 0.641 | 0.469 | 0.448 | 0.662 | 0.622 | 0.489 | 0.579 | 0.531 | 0.596 | 0.515 | 0.456 | 0.652 |
Coverage | 0.504 | 0.501 | 0.443 | 0.553 | 0.415 | 0.686 | 0.516 | 0.489 | 0.501 | 0.505 | 0.419 | 0.583 | |
pdi4 | Consistency | 0.745 | 0.422 | 0.593 | 0.578 | 0.798 | 0.346 | 0.620 | 0.531 | 0.658 | 0.561 | 0.706 | 0.516 |
Coverage | 0.671 | 0.517 | 0.672 | 0.554 | 0.611 | 0.557 | 0.633 | 0.560 | 0.634 | 0.631 | 0.743 | 0.529 | |
~ pdi4 | Consistency | 0.574 | 0.606 | 0.498 | 0.687 | 0.703 | 0.452 | 0.550 | 0.613 | 0.646 | 0.590 | 0.504 | 0.736 |
Coverage | 0.479 | 0.688 | 0.522 | 0.610 | 0.499 | 0.675 | 0.521 | 0.599 | 0.577 | 0.616 | 0.491 | 0.699 |
Non-Formal R&D | it | ~ it | er | ~ er | pd | ~ pd | qcc | ~ qcc | cc | ~ cc | sc | ~ sc | |
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
pdi1 | Consistency | 0.531 | 0.615 | 0.371 | 0.751 | 0.558 | 0.541 | 0.539 | 0.590 | 0.395 | 0.754 | 0.506 | 0.649 |
Coverage | 0.668 | 0.724 | 0.674 | 0.686 | 0.761 | 0.593 | 0.665 | 0.707 | 0.620 | 0.747 | 0.631 | 0.771 | |
~ pdi1 | Consistency | 0.636 | 0.591 | 0.468 | 0.722 | 0.425 | 0.729 | 0.621 | 0.579 | 0.605 | 0.625 | 0.700 | 0.541 |
Coverage | 0.516 | 0.448 | 0.548 | 0.426 | 0.374 | 0.516 | 0.494 | 0.447 | 0.613 | 0.400 | 0.563 | 0.414 | |
pdi2 | Consistency | 0.570 | 0.614 | 0.417 | 0.747 | 0.590 | 0.530 | 0.533 | 0.611 | 0.450 | 0.757 | 0.542 | 0.654 |
Coverage | 0.646 | 0.651 | 0.683 | 0.615 | 0.726 | 0.524 | 0.592 | 0.660 | 0.637 | 0.676 | 0.608 | 0.700 | |
~ pdi2 | Consistency | 0.602 | 0.622 | 0.434 | 0.765 | 0.416 | 0.730 | 0.618 | 0.555 | 0.561 | 0.690 | 0.660 | 0.578 |
Coverage | 0.563 | 0.544 | 0.586 | 0.520 | 0.423 | 0.596 | 0.568 | 0.495 | 0.656 | 0.509 | 0.612 | 0.510 | |
pdi3 | Consistency | 0.568 | 0.619 | 0.425 | 0.713 | 0.562 | 0.557 | 0.554 | 0.595 | 0.436 | 0.763 | 0.532 | 0.645 |
Coverage | 0.652 | 0.665 | 0.704 | 0.595 | 0.700 | 0.558 | 0.624 | 0.652 | 0.626 | 0.690 | 0.605 | 0.699 | |
~ pdi3 | Consistency | 0.611 | 0.622 | 0.394 | 0.778 | 0.449 | 0.700 | 0.603 | 0.584 | 0.573 | 0.675 | 0.653 | 0.567 |
Coverage | 0.563 | 0.536 | 0.523 | 0.520 | 0.448 | 0.561 | 0.544 | 0.512 | 0.659 | 0.490 | 0.596 | 0.493 | |
pdi4 | Consistency | 0.552 | 0.650 | 0.446 | 0.738 | 0.552 | 0.559 | 0.572 | 0.601 | 0.426 | 0.774 | 0.550 | 0.652 |
Coverage | 0.584 | 0.644 | 0.682 | 0.568 | 0.634 | 0.516 | 0.594 | 0.606 | 0.564 | 0.646 | 0.577 | 0.651 | |
~ pdi4 | Consistency | 0.623 | 0.588 | 0.412 | 0.782 | 0.450 | 0.666 | 0.591 | 0.590 | 0.556 | 0.654 | 0.634 | 0.578 |
Coverage | 0.630 | 0.556 | 0.600 | 0.574 | 0.494 | 0.587 | 0.586 | 0.569 | 0.701 | 0.521 | 0.635 | 0.551 |
Firm Basic Information | Non-Formal R&D (49) | Formal R&D (38) | |||
---|---|---|---|---|---|
Frequency | Percent | Frequency | Percent | ||
Capital structure of establishment | 100% locally-owned | 35 | 71.4 | 28 | 73.7 |
100% foreign-owned (MNC) | 5 | 10.2 | 7 | 18.4 | |
Joint venture (JV) | 9 | 18.4 | 3 | 7.9 | |
Total | 49 | 100.0 | 38 | 100.0 | |
Number of full-time employees | 1–19 | 8 | 16.3 | 5 | 13.2 |
20–49 | 3 | 6.1 | 3 | 7.9 | |
50–99 | 10 | 20.4 | 7 | 18.4 | |
100–199 | 9 | 18.4 | 3 | 7.9 | |
200–299 | 4 | 8.2 | 4 | 10.5 | |
300–399 | 3 | 6.1 | 0 | 0.0 | |
400–499 | 3 | 6.1 | 1 | 2.6 | |
500–999 | 3 | 6.1 | 6 | 15.8 | |
1000–1499 | 3 | 6.1 | 1 | 2.6 | |
1500–1999 | 1 | 2.0 | 2 | 5.3 | |
More than 2000 | 2 | 4.1 | 6 | 15.8 | |
Total | 49 | 100.0 | 38 | 100.0 | |
Main mentors for promoting product innovation | Top Management | 37 | 75.5 | 28 | 73.7 |
Heads of R&D departments | 14 | 28.6 | 17 | 44.7 | |
Engineers in R&D departments | 6 | 12.2 | 7 | 18.4 | |
Managers of cross-functional teams | 5 | 10.2 | 6 | 15.8 | |
Employees of cross-functional teams | 2 | 4.1 | 1 | 2.6 | |
Engineers in non-R&D departments | 3 | 6.1 | 2 | 5.3 | |
Production line leaders | 12 | 24.5 | 7 | 18.4 | |
Factory workers | 6 | 12.2 | 5 | 13.2 | |
Office workers | 3 | 6.1 | 1 | 2.6 |
Formal R&D | Antecedent Conditions | Coverage | Consistency | Solution | Cutoff | |||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
it | er | pt | qcc | cc | sc | Raw | Unique | Coverage | Consistency | Frequency | Consistency | |||
pdi1 | A1 | ○ | ○ | ● | ○ | ○ | ○ | 0.241 | 0.122 | 0.884 | 0.368 | 0.810 | 2 | 0.807 |
A2 | ○ | ○ | ○ | ○ | ● | ● | 0.124 | 0.028 | 0.844 | |||||
A3 | ● | ○ | ● | ● | ○ | ○ | 0.163 | 0.048 | 0.807 | |||||
A4 | ● | ● | ● | ○ | ○ | ● | 0.155 | 0.036 | 0.919 | |||||
~ pdi1 | A5 | ○ | ○ | ○ | ● | ● | ● | 0.192 | 0.192 | 1.000 | 0.192 | 1.000 | 2 | 1.000 |
pdi2 | B1 | ○ | ○ | ● | ○ | ○ | ○ | 0.236 | 0.117 | 0.966 | 0.383 | 0.940 | 2 | 0.910 |
B2 | ○ | ○ | ○ | ○ | ● | ● | 0.131 | 0.036 | 1.000 | |||||
B3 | ● | ○ | ● | ● | ○ | ○ | 0.164 | 0.057 | 0.910 | |||||
B4 | ● | ● | ● | ○ | ○ | ● | 0.151 | 0.040 | 1.000 | |||||
~ pdi2 | B5 | ○ | ○ | ○ | ● | ● | ● | 0.232 | 0.232 | 1.000 | 0.232 | 1.000 | 2 | 1.000 |
pdi3 | C1 | ○ | ○ | ● | ○ | ○ | ○ | 0.256 | 0.123 | 0.861 | 0.355 | 0.874 | 2 | 0.861 |
C2 | ○ | ○ | ○ | ○ | ● | ● | 0.160 | 0.043 | 1.000 | |||||
C3 | ● | ● | ● | ○ | ○ | ● | 0.170 | 0.056 | 0.927 | |||||
~ pdi3 | C4 | ○ | ○ | ○ | ● | ● | ● | 0.171 | 0.171 | 1.000 | 0.171 | 1.000 | 2 | 1.000 |
pdi4 | D1 | ○ | ○ | ○ | ● | ● | 0.187 | 0.089 | 0.839 | 0.606 | 0.781 | 2 | 0.807 | |
D2 | ● | ○ | ● | ● | ○ | ○ | 0.187 | 0.041 | 0.807 | |||||
D3 | ● | ● | ● | ○ | ○ | ● | 0.182 | 0.052 | 0.937 | |||||
D4 | ● | ● | ● | ● | ● | ● | 0.409 | 0.278 | 0.813 | |||||
~ pdi4 | D5 | ○ | ○ | ○ | ○ | ○ | ○ | 0.288 | 0.184 | 0.862 | 0.438 | 0.820 | 2 | 0.812 |
D6 | ● | ○ | ● | ● | ○ | ○ | 0.203 | 0.095 | 0.812 | |||||
D7 | ○ | ○ | ○ | ● | ● | ● | 0.158 | 0.051 | 0.980 |
Non-Formal R&D | Antecedent Conditions | Coverage | Consistency | Solution | Cutoff | |||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
it | er | pt | qcc | cc | sc | Raw | Unique | Coverage | Consistency | Frequency | Consistency | |||
pdi1 | W1 | ● | ○ | ○ | ○ | ○ | 0.225 | 0.088 | 0.873 | 0.521 | 0.854 | 2 | 0.851 | |
W2 | ○ | ○ | ● | ○ | ○ | 0.253 | 0.169 | 0.889 | ||||||
W3 | ● | ● | ○ | ○ | ○ | 0.166 | 0.023 | 0.941 | ||||||
W4 | ● | ● | ● | ● | ● | ● | 0.190 | 0.096 | 0.861 | |||||
~ pdi1 | W5 | ● | ○ | ● | ● | ● | 0.340 | 0.191 | 0.925 | 0.364 | 0.876 | 2 | 0.841 | |
W6 | ● | ● | ○ | ● | ○ | ○ | 0.173 | 0.024 | 0.841 | |||||
pdi2 | X1 | ○ | ○ | ○ | ○ | ○ | 0.328 | 0.164 | 0.741 | 0.662 | 0.745 | 2 | 0.801 | |
X2 | ○ | ○ | ● | ○ | ○ | 0.266 | 0.139 | 0.841 | ||||||
X3 | ● | ● | ○ | ○ | ○ | 0.181 | 0.029 | 0.926 | ||||||
X4 | ● | ○ | ○ | ● | ● | ● | 0.145 | 0.029 | 0.836 | |||||
X5 | ● | ● | ● | ● | ● | ● | 0.218 | 0.102 | 0.892 | |||||
~ pdi2 | X6 | ● | ○ | ● | ● | ● | 0.295 | 0.166 | 0.924 | 0.336 | 0.932 | 2 | 0.918 | |
X7 | ● | ● | ○ | ● | ○ | ○ | 0.171 | 0.041 | 0.957 | |||||
pdi3 | Y1 | ○ | ○ | ● | ○ | ○ | 0.287 | 0.194 | 0.921 | 0.483 | 0.872 | 2 | 0.873 | |
Y2 | ● | ● | ○ | ○ | ○ | 0.175 | 0.075 | 0.905 | ||||||
Y3 | ● | ● | ● | ● | ● | ● | 0.214 | 0.111 | 0.886 | |||||
~ pdi3 | Y4 | ● | ○ | ● | ● | ● | 0.274 | 0.140 | 0.846 | 0.411 | 0.765 | 2 | 0.813 | |
Y5 | ● | ○ | ○ | ○ | ○ | ○ | 0.251 | 0.116 | 0.820 | |||||
Y6 | ● | ● | ○ | ● | ○ | ○ | 0.152 | 0.001 | 0.841 | |||||
pdi4 | Z1 | ● | ● | ○ | ○ | ○ | 0.191 | 0.082 | 0.910 | 0.421 | 0.802 | 2 | 0.804 | |
Z2 | ○ | ○ | ● | ● | ○ | ○ | 0.181 | 0.079 | 0.897 | |||||
Z3 | ● | ○ | ○ | ● | ● | ● | 0.149 | 0.039 | 0.804 | |||||
Z4 | ● | ● | ● | ● | ● | ● | 0.219 | 0.098 | 0.835 | |||||
~ pdi4 | Z5 | ● | ○ | ● | ● | ● | 0.265 | 0.145 | 0.895 | 0.303 | 0.907 | 2 | 0.883 | |
Z6 | ● | ● | ○ | ● | ○ | ○ | 0.158 | 0.038 | 0.957 |
© 2020 by the authors. Licensee MDPI, Basel, Switzerland. This article is an open access article distributed under the terms and conditions of the Creative Commons Attribution (CC BY) license (http://creativecommons.org/licenses/by/4.0/).
Share and Cite
Kimseng, T.; Javed, A.; Jeenanunta, C.; Kohda, Y. Applications of Fuzzy Logic to Reconfigure Human Resource Management Practices for Promoting Product Innovation in Formal and Non-Formal R&D Firms. J. Open Innov. Technol. Mark. Complex. 2020, 6, 38. https://doi.org/10.3390/joitmc6020038
Kimseng T, Javed A, Jeenanunta C, Kohda Y. Applications of Fuzzy Logic to Reconfigure Human Resource Management Practices for Promoting Product Innovation in Formal and Non-Formal R&D Firms. Journal of Open Innovation: Technology, Market, and Complexity. 2020; 6(2):38. https://doi.org/10.3390/joitmc6020038
Chicago/Turabian StyleKimseng, Tieng, Amna Javed, Chawalit Jeenanunta, and Youji Kohda. 2020. "Applications of Fuzzy Logic to Reconfigure Human Resource Management Practices for Promoting Product Innovation in Formal and Non-Formal R&D Firms" Journal of Open Innovation: Technology, Market, and Complexity 6, no. 2: 38. https://doi.org/10.3390/joitmc6020038
APA StyleKimseng, T., Javed, A., Jeenanunta, C., & Kohda, Y. (2020). Applications of Fuzzy Logic to Reconfigure Human Resource Management Practices for Promoting Product Innovation in Formal and Non-Formal R&D Firms. Journal of Open Innovation: Technology, Market, and Complexity, 6(2), 38. https://doi.org/10.3390/joitmc6020038