Information Sharing and Firm Performance in Japan

Morishima, Motohiro

doi:10.1111/j.1468-232x.1991.tb00774.x

Cited by 86 publications

(55 citation statements)

References 20 publications

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“…A study by Hamid (2013) found a significant positive relationship between knowledge sharing and firm performance. This is consistent with the result by Morishima (1991) and Marchington, Wilkinson, Ackers and Goodman (1994). It was also acknowledged that the current challenges facing firms is not to simply implement but to think and solve problems by sharing information (Hamid, 2013).…”

Section: The Relationship Between Knowledge Sharing and Intangible Pesupporting

confidence: 79%

Antecedents of Strategic Human Resource Management Practices on Intangible Firm Performance: Analytical Investigation of SMEs

Ugheoke¹,

Isa²,

Noor³

2015

ASS

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In spite of the growing style of literature on strategic Human Resource Management and the undeniable opinion connecting SHRM to organizational performance, empirical research has produced varied results. Addressing these challenges, this study examines the influence of strategic human resource management on intangible firm performance. Data collected from 250 SMEs in Lagos Nigeria was analyzed. Overall, the result showed that SHRM practices has a positive relationship with intangible performance except for knowledge sharing which show no relationship. The findings suggest that not all SHRM practices significantly influence firm performance. Implications of the results for managers as well as researchers were also discussed.

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Section: The Relationship Between Knowledge Sharing and Intangible Pesupporting

confidence: 79%

Antecedents of Strategic Human Resource Management Practices on Intangible Firm Performance: Analytical Investigation of SMEs

Ugheoke¹,

Isa²,

Noor³

2015

ASS

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“…Factor of good communication was also suggested by De Silva (1996) that workers and employers had to make an effective communication without misunderstanding. Factor of data revealing is similar to the suggestion of Morishima (1991) on information sharing between workers and managers but the result showed that both sides need trust between them too. Factor of worker's participation was suggested by Inoue (1991) on union's participation in the process of decision making of the organization, De Silva (1998) also stressed on the factors of sound labor relations of worker participation and employee involvement.…”

Section: Labor Law and Government Policysupporting

confidence: 59%

“…De Silva (1996) suggested that workers and employers had to negotiate with the recognition of each other and bargain in good faith, make a compromise for solution with effective communication without misunderstanding. Morishima (1991) explained sound labor relations in Japan by the system of joint consultation and information sharing between workers and managers. Inoue (1991) added that sound labor relations need good communication of workers and employers, and the union should participate in the process of decision making of the organization.…”

Section: Concept Of Sound Labor Relationsmentioning

confidence: 99%

Sound Labor Relations at Enterprise Level in Thailand

Thosuwonchinda¹

2016

EJBM

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The objective of this research was to study the pattern of sound labor relations in Thailand in order to reduce conflicts between employers and workers and create cooperation. The research was based on a qualitative approach, using in-depth interview with 10 stakeholder groups of Thai industrial relations system. They were employees of non unionized companies at the shop floor level, employees of non unionized companies at the supervisor level, trade union leaders at the company level, trade union leaders at the national level, employers of non-unionized companies, employers' organization leaders, and human resource managers, members of tripartite bodies, government officials and labor academics. The findings were presented in a model identifying 5 characteristics that enhance sound relations in Thailand, i.e. recognition between employer and workers, good communication, trust, data revealing and workers' participation. It was suggested that all parties, employers, workers and the government should take part in the promotion of sound labor relations. The employer have to acknowledge labor union with a positive attitude, have good communication with workers , create trust with workers, disclose information, create culture of mutual benefits as well as accept sincerely the system that include workers' participation. Workers need a strong labor union, good and sincere representatives for clear communication, trust, mutual benefits and seek conflict solutions with employer by win-win strategy. The government has a supporting role in adjusting the existing laws in the appropriate way, by creating policy for sound labor relations, and putting the idea of sound labor relations into practice.

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“…(Tremblay et al, 2005a : 73). Malgré tous les bienfaits que certaines études lui attribuent comme processus organisationnel influençant activement les relations entre les pratiques de gestion des ressources humaines et la performance (Morishima, 1991 ;Becker et Huselid, 1999), peu de recherches empiriques ont intégré cette pratique comme antécédents de la perception de soutien organisationnel. Parmi celles-ci, l'étude de Wayne et al (2002) révèle que l'information privilégiée provenant des gestionnaires augmente la perception positive de soutien organisationnel des employés.…”

Section: Pratiques De Gestion Des Ressources Humaines Et Perception Dunclassified

Quand mobiliser et proximité riment

Quenneville

Simard

Bentein

2008

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RésuméCet article examine l’influence de la perception de certaines pratiques de gestion des ressources humaines sur les comportements de mobilisation des employés, au travers de deux processus d’échange sociaux distincts, employé-organisation et employé-supérieur. Les comportements de mobilisation étaient évalués par les supérieurs et toutes les autres variables par les employés. Les analyses ont été réalisées sur un échantillon de 222 employés et 38 supérieurs de commerces au détail d’une chaîne canadienne. Nous avons établi les relations à l’aide de la méthode d’équations structurelles avec LISREL. Les résultats mettent en relief le rôle fondamental de la relation d’échange social entre les employés et leur supérieur, à travers la perception de support et de l’engagement affectif orientés vers ce dernier.

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Information Sharing and Firm Performance in Japan

Cited by 86 publications

References 20 publications

Antecedents of Strategic Human Resource Management Practices on Intangible Firm Performance: Analytical Investigation of SMEs

Antecedents of Strategic Human Resource Management Practices on Intangible Firm Performance: Analytical Investigation of SMEs

Sound Labor Relations at Enterprise Level in Thailand

Quand mobiliser et proximité riment

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