1. Introduction and Overview. 2. Detecting Influential Observations and Outliers. 3. Detecting and Assessing Collinearity. 4. Applications and Remedies. 5. Research Issues and Directions for Extensions. Bibliography. Author Index. Subject Index.

Regression Diagnostics: Identifying Influential Data and Sources of Collinearity

This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Much of the prior research on interorganizational learning has focused on the role of absorptive capacity, a firm's ability to value, assimilate, and utilize new external knowledge. However, this definition of the construct suggests that a firm has an equal capacity to learn from all other organizations. We reconceptualize the firm-level construct absorptive capacity as a learning dyad-level construct, relative absorptive capacity. One firm's ability to learn from another firm is argued to depend on the similarity of both firms' (1) knowledge bases, (2) organizational structures and compensation policies, and (3) dominant logics. We then test the model using a sample of pharmaceutical–biotechnology R&D alliances. As predicted, the similarity of the partners' basic knowledge, lower management formalization, research centralization, compensation practices, and research communities were positively related to interorganizational learning. The relative absorptive capacity measures are also shown to have greater explanatory power than the established measure of absorptive capacity, R&D spending. © 1998 John Wiley & Sons, Ltd.

Relative absorptive capacity and interorganizational learning

Om de relatie tussen werknemer en organisatie te kunnen beschrijven wordt vaak gebruikgemaakt van de term 'psychologisch contract'. De theorie van het psychologisch contract omhelst vragen als: 'Wat bepaalt wat werknemers en werkgevers in elkaar willen investeren?' en 'Wat gebeurt er als er zaken niet zo gaan als verwacht?'.

Understanding psychological contracts at work: A critical evaluation of theory and research

Purpose – The study has a two‐fold purpose: to investigate whether some specific characteristics of hotels affect organisational performance in the hotel industry in India; and to investigate whether some HRM systems affect organisational performance in the hotel industry in India.Design/methodology/approach – A total of 439 hotels, ranging from three‐star to five‐star deluxe, responded to a self‐administered questionnaire that measured 27 HRM practices, five organisational performance variables, and ten demographic variables. Factor analysis was performed to identify HRM systems, one‐way ANOVA was employed to test the association of the demographic variables with organisational performance, and correlation analysis was used to test the relation between HRM systems and organisational performance.Findings – The results indicate that hotel performance is positively associated with hotel category and type of hotel (chain or individual). Furthermore, hotel performance is positively related to the HRM systems ...

The impact of HRM practices on organisational performance in the Indian hotel industry

We adopt the social network perspective to develop a conceptual model and examine the relationship among human resource (HR) practices, interpersonal relations, and intrafirm knowledge transfer in knowledge-intensive firms. Our results indicate that work design, along with training and development HR practices, can shape the structural relation. At the same time, both also exhibit potential for shaping affective and cognitive relations within a firm's social network. While the effects of work design along with training and development HR practices on intrafirm knowledge transfer are primarily mediated by interpersonal relations, we found some evidence for arguing that incentives and motivation HR practices directly affect intrafirm knowledge transfer.

HR practices, interpersonal relations, and intrafirm knowledge transfer in knowledge-intensive firms: A social network perspective

The general SHRM models explain the link between HR and company performance; however, due to several specific internal and external factors, they have to be modified in order to be applied to companies in European transition economies (ETEs). By analysing the current state of HRM and the HR context in Slovenia, we develop a conceptual SHRM model for ETEs. The model introduces a new specification of the HR context, emphasizing HR facilitators, and an additional moderating construct the HR power, to have more explanatory power for studying the HR–company performance link in ETEs. The paper also addresses the importance of issues relating to the empirical validation of the model in ETEs and suggests ways to further develop SHRM in these countries.

Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia

Purpose – The paper aims to examine structural positions of individuals, especially HR actors (line managers and HR specialists) within relational networks for creating and sharing knowledge and to explore implications for designing and implementing HR practices in knowledge‐intensive firms (KIF).Design/methodology/approach – This article used exploratory research design conducting a single case study of a KIF. Social network analysis (SNA) – network centrality measures and visualization tools – was used to examine the structural position of individuals.Findings – Line managers who are HR actors are centrally positioned within examined knowledge networks, while the HR specialist is not, which implies that the decentralized approach to HRM in KIF can be effective. Results also show that the more operational (instrumental) the information or knowledge flow is, the denser the knowledge networks.Research limitations/implications – This study provides support for devolution of HRM to the line in KIF. It sugges...

The role of HR actors in knowledge networks

Due to the ever greater cooperation between China and CEE countries, and especially the lack of research on the young generation’s work values among the latter, we fill an empirical gap and conduct a comparative analysis of work values among Chinese and Slovenian business students. We explore the relationship between national culture and differences in expressed work values. While advancement was the top item within both samples, we found a stronger instrumental value dimension for the Slovenians and a stronger social-altruistic value dimension for the Chinese. Moreover, while national culture remains a factor for understanding the work values of the young generation, it is not the dominant one. Our results offer some support for a universal or crossvergence perspective on the work values of the young generation.

Getting Ready for the Young Generation to Join the Workforce: A Comparative Analysis of the Work Values of Chinese and Slovenian Business Students *

There seems to be a widespread agreement that human resources are the main source of competitive advantage in modern companies. Consequently, the traditional personnel function is being transformed into the human resource management (HRM), which, in turn, is becoming a part of strategic management with the goal of integrating HRM activities to fit business needs. In this paper, we analyze the transformation of personnel function in Slovene companies, which had to change their behavior due to the transition from socialist to market economy and increased competitive pressures. Our analysis leads to the conclusion that Slovene companies use many different personnel models. Transformation of traditional personnel function into HRM occurred mostly in those companies, which place greater emphasis on people-related goals when formulating business strategy. However, the positive effects of this transformation on company performance still have to be confirmed.

Nada Zupan

Papers

HR practices, interpersonal relations, and intrafirm knowledge transfer in knowledge-intensive firms: A social network perspective

Strategic human resource management in European transition economies: building a conceptual model on the case of Slovenia

The role of HR actors in knowledge networks

Getting Ready for the Young Generation to Join the Workforce: A Comparative Analysis of the Work Values of Chinese and Slovenian Business Students *

The Link Between Human Resource Management and Company Performance