Managing Two Fits of Strategic Human Resource Management

Baird, Lloyd; Meshoulam, Ilan

doi:10.2307/258359

Cited by 220 publications

(140 citation statements)

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“…To the extent that there is intensive socialization and training, continuous feedback and performance appraisal, and recruitment and selection systems that ensure that experiences are shared among employees, there will be stronger organizational cultures in tight societies and comparatively weaker organizational cultures in loose societies. This is consistent with research that has shown that the extensiveness of socialization practices is associated with employees' shared perceptions of the work environment (Malamaut, 2002;Peterson, 1984), as well as with research that has shown that accountability in organizations produces higher socially shared cognition (Frink & Klimoski, 1998;Rozelle & Baxter, 1981), Homogeneity of thought is also facilitated in organizations in tight societies by a high degree of alignment or "bundling" across organizational practices that communicate similar expectations to individuals (Baird & Meshoulam, 1988;Bowen & Ostroff, 2004;Delery, 1998;Wright & McMahan, 1992). Morishima (1995) describes how human resource management systems in Japan are aligned to enhance the acquisition of knowledge and to create socially shared understandings of that knowledge.…”

Section: Societal Tightness-looseness and Variance In Organizationssupporting

confidence: 86%

On the nature and importance of cultural tightness-looseness.

Gelfand

Nishii

Raver

2006

Journal of Applied Psychology

828

910

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Cross-cultural research is dominated by the use of values despite their mixed empirical support and their limited theoretical scope. This article expands the dominant paradigm in cross-cultural research by developing a theory of cultural tightness-looseness (the strength of social norms and the degree of sanctioning within societies) and by advancing a multilevel research agenda for future research. Through an exploration of the top-down, bottom-up, and moderating impact that cultural tightness-looseness has on individuals and organizations, as well as on variance at multiple levels of analysis, the theory provides a new and complementary perspective to the values approach.

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Section: Societal Tightness-looseness and Variance In Organizationssupporting

confidence: 86%

On the nature and importance of cultural tightness-looseness.

Gelfand

Nishii

Raver

2006

Journal of Applied Psychology

828

910

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“…With the advent of strategic HRM as a central concern of the discipline (Schuler & Jackson, 2008) it has become accepted wisdom that an organization's strategy should be accompanied with a matching HRM strategy (Baird & Meshoulam, 1988;Holbeche, 2009) and by the 2000s E&R researchers attention has been drawn to strategic HR (Jackson, Schuler, & Jiang, 2014).…”

Section: Eandr and Strategic Hrmmentioning

confidence: 99%

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

Baruch

Altman

Tung

2016

The Academy of Management Annals

114

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The surge of interest in expatriation and repatriation within the broader discourse on labor mobility of professionals and high-skilled labor, human capital development and the theory and practice of people management, serves as the backdrop to this paper. We propose that expatriation and repatriation be framed in the context of global careers and embedded in the wider social-economic environment of globalization through the lens of a career ecosystem theory. We chart the evolution of scholarly publications on career mobility over the past four decades and highlight current trends, in particular the emergence of self-initiated expatriation as a pivotal change in the direction of expatriation studies and derived practice. We assess the rigor of empirical findings, weigh theoretical underpinnings, offer a research agenda for future research and outline managerial implications.

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“…Human resources management strategic activities include designing and implementing policies and practices of human resource management that facilitate human capital contribute to organizational goals achievement [2], [4], [11], [26], [27], [33], [63], [64]. It also means that all activities in human resource management have strategic meaning in implementing organizational strategy, ultimately lead to organizational competitive advantage [42].…”

Section: Introductionmentioning

confidence: 99%

“…It also means that all activities in human resource management have strategic meaning in implementing organizational strategy, ultimately lead to organizational competitive advantage [42]. It means that strategic human resource management associated with business strategic initiatives [1], [4], [11], [28], [29], [63].…”

Section: Introductionmentioning

confidence: 99%

“…Alignment in human resource system include internal and external alignment. Internal alignment as complementarity between various practices in human resources system [4] and external alignment puts organization's strategy as a contingency factor affecting human resource system [19], [33], [64]. Human resource system which have internal and external alignment are believed capable to give greater contribution to organizational performance achievement, compared with human resource system that do not [4], [10], [19], [31], [42], [64], [63], [72], [76].…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Behavioral Perspective of Strategic Human Resource Management: Theoretical Causality Model

Junita¹

2016

Proceedings of the 2016 Global Conference on Business, Management and Entrepreneurship

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Abstract-this paper is a holistic study of how value is created in organization, from behavioral perspective of strategic human resource management. Alignment between organizational strategies, human resource system and employee role behavior contribute significantly to organizational performance. However, theoretical and empirical studies exist previously, analyzed causal relationships between variables in behavioral perspective of strategic human resource management in linear manner. The main objective of this paper is to synthesize theoretical and empirical studies related to causal relationships between variables in behavioral perspective of strategic human resource management. The results of literature review indicate that there are interdependence relationship between variables in behavioral perspective of strategic human resource management. That interdependence relationships are illustrated in integrative theoretical model in behavioral perspective of strategic human resource management, which become a major contribution of this paper. Suggested theoretical model can be used to improve understanding of how organizational performance is achieved by optimizing strengthens of organization's internal resources. Further empirical studies are needed to understand interdependence relationships between variables by relying on empirical data.

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Managing Two Fits of Strategic Human Resource Management

Cited by 220 publications

References 0 publications

On the nature and importance of cultural tightness-looseness.

On the nature and importance of cultural tightness-looseness.

Career Mobility in a Global Era: Advances in Managing Expatriation and Repatriation

Behavioral Perspective of Strategic Human Resource Management: Theoretical Causality Model

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