Author(s)

Yuhui GE, Weizhong YANG

School of Management, Shanghai University for Science and Technology, Shanghai, China.

Top management team (TMT) play key roles in many industries and firms. Human resources is continuously developed and considered to be a competitive advantage. Traditional research on TMT has, however, paid scant attention to the human capital capabilities of TMT needed for firms. Furthermore, traditional work on TMT of firms pays limited attention to its specific traits in complex products and systems (CoPS) innovation. In the present paper, we explore the development of human capabilities of TMT observed in CoPS innovation firms. We developed a model for analysis the human capital capabilities of TMT for CoPS Innovation, and suggested that a dynamic interplay between the development of human capital capabilities of TMT and the changing CoPS innovation environment, and human capital capabilities of TMT for CoPS innovation could be developed through team learning. And we formulated an empirical research framework for the analysis of factors affecting the human capital capabilities of TMT for CoPS innovation. Four key factors were identified and extracted by using factor analysis, and these resulting factors were related to the performance of CoPS innovation by using a multiple regression analysis method. The proposed framework identified four blocks of human capital capabilities of TMT for CoPS innovation, namely technology innovation management, risk management, organization management and relationship network management. The paper argues that TMT for CoPS innovation firms are only able to effectively harness and develop their human capital capabilities by team learning and integrating these four building blocks within the team.

top management team, human capital capabilities, complex systems and products, learning, innovation performance, factor analysis, regression analysis

Y. GE and W. YANG, "Developing Human Capital Capabilities of Top Management Team for CoPS Innovation," Journal of Service Science and Management, Vol. 2 No. 3, 2009, pp. 221-229. doi: 10.4236/jssm.2009.23027.