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Journal ArticleDOI

Causality Between High-Performance Work Systems and Organizational Performance

01 Apr 2017-Journal of Management (SAGE Publications)-Vol. 43, Iss: 4, pp 0149206314544746
TL;DR: In this paper, the authors add arguments based upon general systems theory to suggest a more complex relationship where performance provides feedback on HPWS in the form of information and resources, which generates both the data and the slack resources needed to support an adaptive process of HPWS implementation.
About: This article is published in Journal of Management.The article was published on 2017-04-01. It has received 240 citations till now. The article focuses on the topics: Organizational behavior and human resources & Organizational performance.
Citations
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Book
01 Jun 1976

2,728 citations

Posted Content
TL;DR: This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework.
Abstract: 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.

1,117 citations

Journal ArticleDOI
TL;DR: In the strategic human resource (HR) management literature, over the past three decades, a shared consensus has developed that the focus should be on HR systems rather than individual HR practices as mentioned in this paper.

220 citations

References
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Book ChapterDOI
TL;DR: In this article, the authors examined the link between firm resources and sustained competitive advantage and analyzed the potential of several firm resources for generating sustained competitive advantages, including value, rareness, imitability, and substitutability.

46,648 citations


"Causality Between High-Performance ..." refers background in this paper

  • ...Processes that are difficult for competitors to imitate create longer-run competitive advantage to HPWS adopters (Barney, 1991)....

    [...]

  • ...The RBV posits that HR is a potential source of competitive advantage that can create value for firms (Barney, 1991)....

    [...]

  • ...The positive feedback loop generated between HPWS and productivity helps to maintain performance gains over time by preventing implementation lapses and making the system more difficult for competitors to copy (Barney, 1991)....

    [...]

Journal ArticleDOI
TL;DR: An overview of simple and multiple mediation is provided and three approaches that can be used to investigate indirect processes, as well as methods for contrasting two or more mediators within a single model are explored.
Abstract: Hypotheses involving mediation are common in the behavioral sciences. Mediation exists when a predictor affects a dependent variable indirectly through at least one intervening variable, or mediator. Methods to assess mediation involving multiple simultaneous mediators have received little attention in the methodological literature despite a clear need. We provide an overview of simple and multiple mediation and explore three approaches that can be used to investigate indirect processes, as well as methods for contrasting two or more mediators within a single model. We present an illustrative example, assessing and contrasting potential mediators of the relationship between the helpfulness of socialization agents and job satisfaction. We also provide SAS and SPSS macros, as well as Mplus and LISREL syntax, to facilitate the use of these methods in applications.

25,799 citations


"Causality Between High-Performance ..." refers methods in this paper

  • ...We examined the feedback effect from productivity to HPWS by analyzing T2 productivity as a mediator linking T1 HPWS and T3 HPWS (Cole & Maxwell, 2003; Little et al., 2007; Preacher & Hayes, 2008)....

    [...]

Book
01 Jan 1978
TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.
Abstract: Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories.The External Control of Organizations explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. As the authors contend, "it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable." Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.

13,195 citations

Journal ArticleDOI

12,500 citations


"Causality Between High-Performance ..." refers background in this paper

  • ...For instance, resource dependency theory emphasizes the importance of the availability of resources to enable organizational action (Pfeffer & Salancik, 1978)....

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  • ...A high level of previous firm financial performance creates the slack resources needed to facilitate organizational implementation of new or complex practices (Cyert & March, 1963; Pfeffer & Salancik, 1978)....

    [...]

Book
01 Jan 1966

11,374 citations