High-performance work systems and open innovation: moderating role of IT capability

Zheng, Jinghui; Liu, Hefu; Zhou, Jingmei

doi:10.1108/imds-09-2019-0475

Cited by 22 publications

(27 citation statements)

References 55 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Hence, at the initial stage, the result indicated that the effect of a highperformance work system on employee ambidexterity was positive and significant (β = 0.216, t = 2.736, p < 0.05), supporting Hypothesis 1. This finding is compatible with prior studies (Huang & Kim, 2013;Malik, Pereira, et al, 2017;Zheng et al, 2020). Model fit indices and hypothesis results are presented in Table 3 and Table 7.…”

Section: Discussionsupporting

confidence: 91%

See 1 more Smart Citation

Fostering Employee Ambidexterity: The Role of High-Performance Work System and Ambidextrous Leadership

Ijigu

Alemu

Kuhil

2022

JMTT

View full text Add to dashboard Cite

Objective: This study aims to empirically investigate the moderating effect of ambidextrous leadership in the relationship between high-performance work systems (HPWS) and employee ambidexterity. Design/Methods/Approach: By integrating social exchange theory and the abilities, motivation, and opportunity (AMO model of human resource management), using a sample of 387 non-supervisory sales representative employees of Ethio-Telecom in Addis Ababa, Ethiopia. The proposed hypotheses were examined using structural equation modeling, SPSS plus AMOS software. Findings: The study reveals that HPWS has a positive and significant effect on employee ambidexterity. In addition, ambidextrous leadership moderates the relationship between a high-performance work system and employee ambidexterity. Furthermore, at the high level of ambidextrous leadership, the effect of a high-performance work system on employee ambidexterity is stronger. Originality: This study adds ambidextrous leadership as a moderator in the relationship between HPWS and employee ambidexterity, creating a new theoretical framework. Similarly, in stressing an evident gap in the relationship between HPWS and employee ambidexterity, this paper attempts to explain further how ambidextrous leadership moderates the effect of HPWS on employee ambidexterity. Practical/Policy implication: The study result reveals that the supervisors' high ambidextrous leadership behaviors and well-crafted HPWS enhance the sales representative's desire to engage in exploitative and exploration activities. In light of this, it makes sense that ambidextrous leadership is necessary to greatly affect HPWS and employee ambidexterity, enabling the organization to guide its leadership selection and development.

show abstract

Section: Discussionsupporting

confidence: 91%

“…Model fit indices and hypothesis results are presented in Table 3 and Table 7. In particular, a study conducted in industrial parks in China revealed that HPWS positively and significantly influenced external learning and searching for enhancing innovation openness (Zheng et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

Fostering Employee Ambidexterity: The Role of High-Performance Work System and Ambidextrous Leadership

Ijigu

Alemu

Kuhil

2022

JMTT

View full text Add to dashboard Cite

show abstract

“…HPWS with appropriate information technology tools accelerates the learning process among employees. It can enhance the productivity of employees and support open innovation (Zheng et al , 2020). Further studies should be undertaken in this area to determine the role and importance of technology that is essential to build and maintain HPWS.…”

Section: Conceptualization Of High-performance Work Systemmentioning

confidence: 99%

“…The process of knowledge development inside the organization is largely dependent on the employees’ ability to search, arrange and analyze information. HPWS helps employees to improve on their learning and performance, which helps them to acquire and exchange knowledge with external sources (Zheng et al , 2020). HR personnel is involved in the designing, implementation and development of HPWS (Ananthram et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

“…, Fu et al (2015),Zhang et al (2018aZhang et al ( , 2018b,He et al (2018),Karadas and Karatepe (2018),Hu et al (2018),Zheng et al (2020),Ismail et al (2020) andEdgar et al (2020) Performance appraisalVarma (1999),Pfeffer (1998), Den Hartog andVerburg (2004),Huselid (1995),Shih (2006),Sun (2007),Takeuchi (2007),Liao (2009), Fu et al (2015), Zhang et al (2018a, 2018b), He et al (2018), Hu et al (2018), Zheng et al (2020), Ismail et al (2020) and Edgar et al (2020) Effective training Kling (1995), Pfeffer (1998), Huselid (1995), Zacharatos (2005), Shih (2006), Sun (2007), Takeuchi (2007), Liao (2009), Fu et al (2015), Zhang et al (2018a, 2018b), He et al (2018), Karadas and Karatepe (2018), Hu et al (2018), Zheng et al (2020), Ismail et al (2020) and Edgar et al (2020) Work design Den Hartog and Verburg (2004), Huselid (1995), Zacharatos (2005), Sun (2007), Takeuchi (2007), Liao (2009), He et al (2018), Hu et al (2018), Zheng et al (2020) and Edgar et al (2020) Policies and practices Huselid and Becker (1995) Information sharing/ communication Pfeffer (1998), Huselid (1995), Zacharatos (2005), Shih (2006), Sun (2007), Takeuchi (2007), Fu et al (2015), Zhang et al (2018a, 2018b), He et al (2018), Zheng et al (2020) and Edgar et al (2020) Employment security Pfeffer (1998), Zacharatos (2005), Shih (2006), Sun (2007), He et al (2018), Karadas and Karatepe (2018) and Zheng et al (2020) Self-managed and effective teamsKling (1995),Zacharatos (2005),Liao (2009),Karadas and Karatepe (2018) andHu et al (2018) Participation in decisionmakingKling (1995), DenHartog and Verburg (2004),Huselid (1995),Zacharatos (2005),Shih (2006),Sun (2007), Fu et al (2015), He et al (2018) and Zheng et al (2020) Career goals/development White et al (2003), Seong (2011), Van De Voorde and Beijer (2015), Pak and Kim (2016), Huang et al (2018), Ananthram et al (2018), Zhu et al (2018), Karadas and Karatepe (2018) and Edgar et al (2020)…”

mentioning

confidence: 99%

See 1 more Smart Citation

High-performance work system: a systematic review of literature

Kaushik¹,

Mukherjee²

2021

IJOA

View full text Add to dashboard Cite

Purpose This paper aims to review the existing body of knowledge on high-performance work systems (HPWS) with a special focus on the recent developments that strengthen its prevalence. Considering the current business ecosystem, the author proposes two more characteristics of HPWS which will add value to the literature. It also aims to propose several gaps in the literature considering the role of HPWS in the organization. Design/methodology/approach This paper uses a systematic literature review methodology to strengthen the concept, its connection with people and organization, theoretical underpinnings and intervening mechanisms that have not received much attention. The information collected from various studies was analyzed thematically and synthesized to assess the existing body of literature. For a better understanding of HPWS, the review is organized under the following subthemes: definition and meaning, conceptualization, technology infusion, relationship with people and organization, theories commonly used and positives and negative consequences of HPWS. Findings This study identifies and describes key characteristics of HPWS such as system, synergistic effect, performance and proposes two new characteristics – agility and adoption of technology. Further findings of this study indicate that HPWS has both positive and negative influences on employee outcomes. The positive outcome helps in the development of human capital that provides a competitive advantage to the organization. The study also underlines some negative influences of HPWS on employee behavior due to the misalignment of HR practices. Scope for further research is also provided for future researchers. Originality/value The paper adds the recent developments in the area of HPWS literature and proposes research directions for future researchers.

show abstract

How technological knowledge management capability compliments knowledge‐intensive human resource management practices to enhance team outcomes: A moderated mediation analysis

Shahzad,

De Sisto,

Ul‐Durar

et al. 2023

Asso for Info Science & Tech

View full text Add to dashboard Cite

Although research establishes a link between knowledge‐intensive human resource (HR) practices (KIHRP) and knowledge‐intensive team (KIT) performance, knowledge is limited about the underlying mechanisms and boundary conditions that determine this relationship. This study integrates the ability–motivation–opportunity (AMO) framework and theory of team adaptation into an information processing perspective to present a cohesive model that explains the mediating role of team knowledge sharing and reflexivity processes, and moderation of organization's technological knowledge management (KM) capability to explain the effect of KIHRP on KIT performance. Data were collected in three waves and from three sources consisting of 380 knowledge workers from 123 teams in 74 organizations in Pakistan. The findings indicate that KIHRP relates positively to KIT performance directly as well as via team knowledge sharing and reflexivity processes where the organization's technological KM capability further strengthens this relationship.

show abstract

High-performance work systems and open innovation: moderating role of IT capability

Cited by 22 publications

References 55 publications

Fostering Employee Ambidexterity: The Role of High-Performance Work System and Ambidextrous Leadership

Fostering Employee Ambidexterity: The Role of High-Performance Work System and Ambidextrous Leadership

High-performance work system: a systematic review of literature

How technological knowledge management capability compliments knowledge‐intensive human resource management practices to enhance team outcomes: A moderated mediation analysis

Contact Info

Product

Resources

About