High-performance work systems and organizational performance across societal cultures

Ali Dastmalchian, Nick Bacon, Nicola McNeil, Claudia Steinke, Paul Blyton, Medha Satish Kumar, Secil Bayraktar, Werner Auer-Rizzi, Ali Ahmad, Tim Craig, Che Ruhana Binti Isa Ghazali Bin Musa, Mohammad Habibi, Heh Jason Huang, Pinar Imer, Ismail Ayman, Hayat Kabasakal, Carlotta Meo Colombo, Sedigeh Moghavami, Tuheena Mukherjee, Ningyu TangThi Nam Thang, Renin N. Varnali

Araştırma sonucu: Konferans katkısıKonferans bildirisibilirkişi

2 Alıntılar (Scopus)

Özet

This paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7,187 employees in 14 countries, the findings show a positive relationship between high-performance work systems (HPWS) and organizational performance across societal cultures. This relationship was not moderated by three dimensions of societal culture (power distance, in-group collectivism, and institutional collectivism) as proposed by contingency models of culture fit. However, further examination of three dimensions of human resource systems (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices) revealed that opportunity-enhancing practices appear less effective in high power distance cultures. The findings provide general support for the universalistic ‘best practice’ perspective with regard to the positive relationship between HPWS and organizational performance, tempered by an appreciation of the limitations to opportunity-enhancing practices in high power distance cultures.

Orijinal dilİngilizce
DOI'lar
Yayın durumuYayınlanan - 2018
Etkinlik78th Annual Meeting of the Academy of Management, AOM 2018 - Chicago, United States
Süre: 10 Ağu 201814 Ağu 2018

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Ülke/BölgeUnited States
ŞehirChicago
Periyot10/08/1814/08/18

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