High-performance work systems and organizational performance across societal cultures
dc.contributor.author | Dastmalchian, A. | |
dc.contributor.author | Bacon, N. | |
dc.contributor.author | McNeil, N. | |
dc.contributor.author | Steinke, C. | |
dc.contributor.author | Blyton, P. | |
dc.contributor.author | Kumar, M. S. | |
dc.contributor.author | Bayraktar, Seçil | |
dc.contributor.author | Auer-Rizzi, W. | |
dc.contributor.author | Ahmad, A. | |
dc.contributor.author | Craig, T. | |
dc.contributor.author | Isa Ghazali Bin Musa, C. R. B. | |
dc.contributor.author | Habibi, M. | |
dc.contributor.author | Huang, H. J. | |
dc.contributor.author | Imer, P. | |
dc.contributor.author | Ayman, I. | |
dc.contributor.author | Kabasakal, H. | |
dc.contributor.author | Meo Colombo, C. | |
dc.contributor.author | Moghavami, S. | |
dc.contributor.author | Mukherjee, T. | |
dc.contributor.author | Tang, N. | |
dc.contributor.author | Thang, T. N. | |
dc.contributor.author | Varnali, R. | |
dc.date.accessioned | 2024-03-21T12:58:09Z | |
dc.date.available | 2024-03-21T12:58:09Z | |
dc.date.issued | 2018 | |
dc.identifier.uri | http://hdl.handle.net/10679/9302 | |
dc.identifier.uri | https://link.springer.com/article/10.1057/s41267-019-00295-9 | |
dc.description.abstract | 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. | en_US |
dc.language.iso | eng | en_US |
dc.publisher | Springer | en_US |
dc.relation.ispartof | 78th Annual Meeting of the Academy of Management, AOM 2018 | |
dc.rights | restrictedAccess | |
dc.title | High-performance work systems and organizational performance across societal cultures | en_US |
dc.type | Conference paper | en_US |
dc.publicationstatus | Published | en_US |
dc.contributor.department | Özyeğin University | |
dc.contributor.authorID | (ORCID 0000-0002-5669-4465 & YÖK ID 147863) Bayraktar, Seçil | |
dc.contributor.ozuauthor | Bayraktar, Seçil | |
dc.identifier.doi | 10.5465/AMBPP.2018.161 | en_US |
dc.identifier.scopus | SCOPUS:2-s2.0-85071702258 | |
dc.relation.publicationcategory | Conference Paper - International - Institutional Academic Staff |
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