HRM systems and firm performance: The mediation role of strategic orientation

Chow, Irene Hau‐Siu; Teo, Stephen; Chew, Irene K.H.

doi:10.1007/s10490-012-9288-6

Cited by 44 publications

(48 citation statements)

References 51 publications

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“…A number of related reasons include the developments in the fields of HRM and IHRM where the present debate is linked to the contribution of the HR function towards organizational performance (e.g., Chow, Teo, & Chew, 2013;Gerrard & Lockett, 2018;Kim & Sung-Choon, 2013;Ma, Long, Zhang, Zhang, & Lam, 2017) (to what extent this is valid for firms operating in the Middle East?) and the convergence-divergence thesis (to what extent HRM in the Middle East is converging-diverging with other parts of the world) respectively; growing interest of businesses, researchers and policy makers in the region as it continues to economically grow amidst of socio-political and security-related developments, some of which are still unfolding; there are regular calls for such analysis for the under-researched parts of the world (e.g., Gao, Zuzul, Jones, & Khanna, 2017); and the influence of the unique socio-cultural and the rapidly changing institutional set-up of the Middle East (e.g., the nationalization programs being pursued dealing with recruitment and development of citizens to increase their employability, thereby reducing the country's dependence on an expatriate workforce) is not yet adequately researched.…”

mentioning

confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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Based on a robust structured literature analysis, this paper highlights the key developments in the field of human resource management (HRM) in the Middle East. Utilizing the institutional perspective, the analysis contributes to the literature on HRM in the Middle East by focusing on four key themes. First, it highlights the topical need to analyze the context-specific nature of HRM in the region. Second, via the adoption of a systematic review, it highlights state of development in HRM in the research analysis set-up. Third, the analysis also helps to reveal the challenges facing the HRM function in the Middle East. Fourth, it presents an agenda for future research in the form of research directions. While doing the above, it revisits the notions of Buniversalisticâ nd Bbest practice^HRM (convergence) versus Bbest-fit^or context distinctive (divergence) and also alternate models/diffusion of HRM (crossvergence) in the Middle Eastern context. The analysis, based on the framework of cross-national HRM comparisons, helps to make both theoretical and practical implications.

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confidence: 99%

The state of HRM in the Middle East: Challenges and future research agenda

et al. 2018

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“…Using a sample of South Korean firms, Kim and Kang (2011) found that a strategic HR function interacted with high-involvement work practices to affect firm performance. A study by Chow et al (2013) supported the mediating role of a firm's strategic HR orientation in the relationship between HR systems and firm performance in the Singaporean context. While these studies provide valuable insights, none has dealt with the strategic role of the HR function as a 'condition' under which specific HR practices can be effective.…”

Section: Hypothesismentioning

confidence: 94%

“…Chow & Liu, 2009;Chow, Teo, & Chew, 2013;Darwish, Singh, & Mohamed, 2013;Kim & Kang, 2011;Singh, 2003;Richard & Johnson, 2001). For example, Singh (2003) showed that a strategic HR function affected firm performance in the Indian context.…”

Section: Hypothesismentioning

confidence: 99%

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

Choi

Yoon

2015

The International Journal of Human Resource Management

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Using a predictive research design with data collected at three different time points over a four-year period from 277 firms in South Korea, we investigated how and when investment in employee training leads to improved organizational outcomes. The results showed that employee commitment and competence mediated the relationship between training investment and organizational outcomes. The moderated mediation analyses further revealed that the mediated relationship between training investment and organizational outcomes via employee commitment and competence was stronger when the human resources (HR) function within an organization was highly strategically oriented. Based on the results, implications for strategic HR research and practice were provided.

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“…В реальности существует ряд про-межуточных типов стратегий: в одних доминирует контроль, в других -привер-женность, в третьих -сочетаются характеристики обеих стратегий (см., напр. : [Arthur, 1994;Hauff, Alewell, Hansen, 2014] Сильно выражено С о с т а в л е н о п о: [Arthur, 1992;1994;Bae, Lawler, 2000;Lepak, Snell, 2002;Toh, Morgeson, Campion, 2008;Wang, Shyu, 2008;Chow, Liu, 2009;Chow, Teo, Chew, 2013;Hauff, Alewell, Hansen, 2014;Rompho, 2017].…”

Section: взаимодействие стратегий управления знаниями и стратегий упрunclassified

“…На разнообразных вы-борках была показана взаимосвязь стратегий УЧР, основанных на контроле, со стратегиями лидерства по издержкам, а стратегий, основанных на приверженно-сти, -со стратегиями дифференциации бизнеса (по классификации М. Портера) [Arthur, 1992;Bae, Lawler, 2000;Shih, Chuang, 2005;Chow, Teo, Chew, 2013].…”

Section: обсуждение результатов и выводыunclassified

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

Sokolov¹,

Zavyalova²

2018

Vestnik SPbSU. Management

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ИНТЕГРАЦИЯ СТРАТЕГИЧЕСКИХ РЕСУРСОВ ОРГАНИЗАЦИИ В УСЛОВИЯХ НОВОЙ ЭКОНОМИКИ: КОНЦЕПТУАЛЬНАЯ МОДЕЛЬСанкт-Петербургский государственный университет, Российская Федерация, 199034, Санкт-Петербург, Университетская наб., 7/9 В условиях новой экономики компании сталкиваются с необходимостью эффектив-ного управления сотрудниками и организационными знаниями как важнейшими стра-тегическими ресурсами. В статье с позиций ресурсной концепции рассматриваются три типа стратегических ресурсов фирмы: система управления человеческими ресурсами, человеческий капитал и знания. Несмотря на наличие между ними тесной взаимосвязи, их предшествующая концептуализация осуществлялась преимущественно в рамках от-дельных исследовательских направлений. Проведенный анализ позволил выявить клю-чевые векторы взаимосвязи между этими типами ресурсов и оценить их роль при раз-личных стратегиях управления знаниями и человеческими ресурсами. Результаты ана-лиза легли в основу дискуссии о комплементарности различных стратегий управления знаниями и стратегий управления человеческими ресурсами.Ключевые слова: ресурсная концепция фирмы, управление человеческими ресурса-ми, управление знаниями, человеческий капитал, новая экономика. THE INTEGRATION OF STRATEGIC RESOURCES OF A COMPANY IN THE CONTEXT OF THE NEW ECONOMY: A CONCEPTUAL MODEL D. N. Sokolov, E. K. ZavyalovaSt. Petersburg State University, 7/9, Universitetskaya nab., St. Petersburg, 199034, Russian Federation Based on the resource-based view of the fi rm, the paper introduces the conceptual analysis of the interrelationships between the key internal strategic resources of a fi rm: human resource management systems, human capital and knowledge. Th e considered resources were mainly analyzed by the previous research within the separate disciplinary domains and therefore may benefi t from cross-domain integration. We build the conceptual scheme of interrelationships between strategic resources and discuss how these interrelationships may vary under diff erent knowledge management (codifi cation/personalization) and human resource management (control/commitment) strategies. Based on the analysis, we introduce four diff erent confi gurations of strategies: "codifi cation -control", "personalization -commitment", "codifi cation -commitment", and "personalization -control" and anticipate potential benefi ts of complementary confi gurations. Th e contribution of the study to the scholarship is in the conceptual explanation of the previous research fi ndings on positive eff ects of complementary strategies and negative

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HRM systems and firm performance: The mediation role of strategic orientation

Cited by 44 publications

References 51 publications

The state of HRM in the Middle East: Challenges and future research agenda

The state of HRM in the Middle East: Challenges and future research agenda

Training investment and organizational outcomes: a moderated mediation model of employee outcomes and strategic orientation of the HR function

The Integration of Strategic Resources of a Company in the Context of the New Economy: A Conceptual Model

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