Istraživačkorazvojni procesi (I&R) su pokretači rasta i razvoja svake organizacije budući da omogućavaju značajan doprinos inovacijama i konkurentskoj prednosti. Ovi procesi moraju biti adekvatno upravljeni jer uspješno sprovedene inovacije stvaraju vrijednosti i profit, omogućavaju održivu konkurentsku prednost, privlače i zadržavaju talente, stvaraju fleksibilnu i proaktivnu organizaciju. Budući da su ljudski resursi nezaobilazan element svakog inovacionog procesa i I&R, autori su odlučili da analiziraju menadžment ljudskim resursima (HRM) u funkciji uspešnih istraživačko razvojih procesa i projekata. Prement ovog rada bila je analiza HRM funkcija koje su povezane sa inovacijama i istraživanjem i razvojem. Cilj rada bio je ukazivanje na značaj HRM u savremenim istraživačko razvojnim aktivnostima kao i koristi koje HRM kreira u inovacionim i istraživačko razvojim projektima. Kao rezultat analize dostupne literature autori su utvrdili da su mnogi problemi u I&R vezani za lošu komunikaciju, nerazumevanje i slab ljudski kapital. Svi oni mogu biti sprečeni adekvatnom implementacijom HRM aktivnosti poput sistema nagrađivanja, obuke i razvoja, liderstva, timskog rada, i naravno, merenja vojperformansi. Autori su zaključili da kompanije trebaju da sprovedu HRM funkcije simultano ukoliko žele da izbegnu probleme u I&R aktivnostima i stvore očekivanu vrednost na projektima.
References
Adnan, Z., Abdullah, H. S., & Ahmad, J. (n.d.). Direct Influence of Human Resource Management Practices on Financial Performance in Malaysian R&D Companies. *World Review of Business Research*, 1(3), 61–77.
Ahmed, P. K., & Shepherd, C. D. (n.d.). *Innovation Management: Context, Strategies, Systems, and Processes*.
Andrejić, M. D., Đorović, B. D., & Pamučar, D. S. (n.d.). Upravljanje projektima po pristupu projekt menadžmenta. *Vojnotehnički Glasnik*, 59(2), 142–157.
Angel, P. O., & Sanchez, L. S. (n.d.). R&D managers’ adaptation of firms’ HRM practices. *R&D Management*, 39(3), 271–290.
Atkinson, R. (n.d.). Project Management: Cost, Time and Quality, Two Best Guesses and a Phenomenon, It’s Time to Accept Other Success Criteria. *International Journal of Project Management*, 17(6), 337–342.
Belout, A., & Gauvreau, C. (n.d.). Factors Influencing Project Success: The Impact of Human Resource Management. *International Journal of Project Management*, 22(1), 1–11.
Bigliardi, B., Galati, F., & Petroni, G. (n.d.). Collaborative Modes of R&D: The New Challenges for Personnel Management. *International Journal of Business, Management and Social Sciences*, 2(3), 66–74.
Bobera, D. (n.d.-a). Menadžment istraživačko razvojnim projektima. *Anali Ekonomskog Fakulteta u Subotici*, 19, 133–144.
Bobera, D. (n.d.-b). Merenje performansi projekta. *Strategijski Menadžment*, 11(1–2), 84–89.
Bobera, D. (n.d.-c). *Projektni menadžment*.
Brewster, C., Sparrow, P., & Vernon, G. (n.d.). *International Human Resource Management*.
Collins, C. J., & Clark, K. D. (n.d.). Strategic Human Resource Practices, Top Management Team Social Networks, and Firm Performance: The Role of Human Resource Practices in Creating Organizational Competitive Advantage. *The Academy of Management Journal*, 46(6), 740–751.
Dodgson, M., Gann, D., & Salter, A. (n.d.). *The Management of Technological Innovation*.
Elliott, H. G. H. (n.d.). SHRM Best-Practices & Sustainable Competitive Advantage: A Resource-Based View. *Otago Graduate Management Review*, 1, 43–57.
Harris, J., & McCormic, M. (n.d.). Benefits of Establishing a Pipeline Management Process for High Technology Companies. *Insight*, 9(2).
Huang, E. Y., & Lin, S.-C. (n.d.). How R&D Management Practice Affects Innovation Performance: An Investigation of the High-Tech Industry in Taiwan. *Industrial Management & Data Systems*, 106(7), 966–996.
Huang, Y.-A., Chung, H.-J., & Lin, C. (n.d.). R&D Sourcing Strategies. Determinants and Consequences, *Technovation*, 29, 155–169.
Kahn, C., & McGourty, S. (n.d.). Performance Management at R&D Organizations: Practices and Metrics from Case Examples.
Kerzner, H. (n.d.). *Project Management*.
Khalid, J., Latif, A., Usman, S., & Gillani, A. (n.d.). Impact of SHRM Practices on Organizational Performance: An Application of Universalistic Approach. *European Journal of Business and Management*, 3(3), 316–326.
Kulatunga, U., Amaratunga, D., & Haigh, R. (n.d.). Structured Approach to Measure Performance in Construction Research and Development: Performance Measurement System Development. *International Journal of Productivity and Performance Management*, 60(3), 289–310.
Martell, K. D., & Carroll, Sjj. (n.d.). The Role of HRM in Supporting Innovation Strategies: Recommendations on How R&D Managers Should be Treated from an HRM Perspective. *R&D Management*, 25(1), 91–104.
Min-peng, X., Xiao-hu, Z., & Duan, X. (n.d.). Modeling of Engineering R&D Staff Performance Appraisal Model Based on Fuzzy Comprehensive Evaluation. *Systems Engineering Procedia*, 4, 236–242.
Nacinovic, I., Galetic, L., & Cavlek, N. (n.d.). Corporate Culture and Innovation: Implications for Reward Systems. *International Journal of Social and Human Sciences*, 3, 241–246.
O.E.C.D. (n.d.-a). *OECD Factbook 2011-2012: Economic, Environmental and Social Statistics*.
Petroni, G., Venturini, K., & Verbano, C. (n.d.). Open Innovation and New Issues in R&D Organization and Personnel Management. *The International Journal of Human Resource Management*, 23(1), 147–173.
Pinto, J. (n.d.). *Project Management – Achieving Competitive Advantage*.
P.M.I. (n.d.-b). *A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Fourth Edition*.
Recent Developments in Serbian R&D System - A Statistical Outlook. (n.d.).
Song, M., & Parry, M. E. (n.d.). What Separates Japanese New Product Winners From Losers. *The Journal of Product Innovation Management*, 13(5), 422–439.
Song, M., Thieme, R. J., & Xie, J. (n.d.). The Impact of Cross-Functional Joint Involvement Across Product Development Stages: An Exploratory Study. *The Journal of Product Innovation Management*, 15(4), 289–303.
Štangl-Šusnjar, G., & Leković, B. (n.d.). Performance-Based Pay in Human Resources Development. *Strategic Management*, 14(3), 1–14.
Štangl-Šušnjar, G., & Zimanji, V. (n.d.). *Menadžment ljudskih resursa*.
Tan, C. L., & Nasurdin, A. M. (n.d.). Human Resource Management Practices and Organizational Innovation: Assessing the Mediating Role of Knowledge Management Effectiveness. *The Electronic Journal of Knowledge Management*, 9(2), 155–167.
Turner, J. R. (n.d.). *The Handbook of Project Based Management*.
Turner, J. R., & Muller, R. (n.d.). On the Nature of the Project as a Temporary Organization. *International Journal of Project Management*, 21(1), 1–8.
Tzafrir, S. S. (n.d.). A Universalistic Perspective for Explaining the Relationship Between HRM Practices and Firm Performance at Different Points in Time. *Journal of Managerial Psychology*, 21(2), 109–130.
Wang, C. W., & Horng, R. Y. (n.d.). The Effects of Creative Problem Solving Training on Creativity, Cognitive Type, and R&D Performance. *R&D Management*, 32(1), 35–45.
Wolfe, R. M. (n.d.). U.S. Businesses Report 2008 Worldwide R&D Expense of $330 Billion: Findings from New NSF Survey, *InfoBrief NSF 10-322*.
Wright, P. M., Gardner, T. M., & Moynihan, L. M. (n.d.). The Impact of HR Practices on the Performance of Business Units. *Human Resource Management Journal*, 13(3), 21–36.
(N.d.-c).
