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High-performance work systems and organizational performance across societal cultures

Dastmalchian A. Beedie School of Business, Simon Fraser University, 8888 University Drive, Burnaby, BC V5A 1S6, Canada|
Varnali R. | Thang T.T.N. | Tang N. | Sugai P. | Musa G.B. National Economic University, 207 Giai Phong, Dong Tam, Hai Ba Trung, Hanoi, Viet Nam| Mukherjee T. Doshisha University Graduate School of Global Studies, Karasuma-higashi-iru, Imadegawa-dori, Kamigyo-ku, Kyoto-shi, 602-8580, Japan| Moghavvemi S. Department of Business Strategy and Policy, University of Malaya, Kuala Lumpur, 50603, Malaysia| Meo Colombo C. Indian Institute of Foreign Trade, Bhawan, B-21, NRPC Colony, Block B, Qutab Institutional Area, New Delhi, Delhi 110016, India| Kabasakal H. University of Malaya, Kuala Lumpur, 50603, Malaysia| Jiang Y. University of Pavia, Corso Str. Nuova, 65, Pavia, PV 27100, Italy| Ismail A. Shanghai Jiao Tong University, 800 Dongchuan Rd, Minhang Qu, 200240, China| Isa C.R. American University, Cairo, Cairo Governorate 11835, Egypt| İmer H.P. University of Malay, Jalan Universiti, Kuala Lumpur, Wilayah Persekutuan 50603, Malaysia| Huang H.J. Bahçeşehir University, Yıldız, Çırağan Cd., 34349, Beşiktaş/Istanbul, 34083, Turkey| Habibi M. National Sun Yat-sen University, Kaohsiung City, 804, Taiwan| Ertenu B. Industrial Management Institute, Valiasr St. District 3, Tehran, Iran| Craig T. Bogazici University, Bebek Mh, Istanbul, 34342, Turkey| Cotton R. BlueSky Academic Services, Hama-cho 1-24-402, Ashiya, 659-0025, Japan| Bodla A.A. Peter Gustavson School of Business, University of Victoria, BEC 242, 3800 Finnerty Rd, Victoria, BC V8P 5C2, Canada| Auer-Rizzi W. Tongji University, 1239 Siping Road, Shanghai, 200092, China| Bayraktar S. Department of International Management, Johannes Kepler University Linz, Hochschulfondsgebaude, 2nd Floor 205, Linz, Austria| Satish Kumar M. TBS Business School, 1 Place Alphonse Jourdain, Toulouse, 31068, France| Blyton P. Cardiff Business School, Cardiff University, Aberconway Building, Colum Drive, Cardiff, CF10 3EU, United Kingdom| Steinke C. Health Science and Nursing Program, University of Lethbridge, 4401 University Dr W, Lethbridge, AB T1K 6T5, Canada| McNeil N. La Trobe University, Melbourne, VIC 3086, Australia| Bacon N. Cass Business School, City, University of London, 106 Bunhill Row, London, EC1Y 8TZ, United Kingdom|

Journal of International Business Studies Số 3, năm 2020 (Tập 51, trang 353-388)

DOI: 10.1057/s41267-019-00295-9

Tài liệu thuộc danh mục: ISI, Scopus

English

English

Tóm tắt tiếng anh
This paper assesses whether societal culture moderates the relationship between human resource management (HRM) practices and organizational performance. Drawing on matched employer–employee data from 387 organizations and 7187 employees in 14 countries, our findings show a positive relationship between HRM practices combined in High-Performance Work Systems (HPWS) and organizational performance across societal cultures. Three dimensions of societal culture assessed (power distance, in-group collectivism, and institutional collectivism) did not moderate this relationship. Drawing on the Ability–Motivation–Opportunity (AMO) model, we further consider the effectiveness of three bundles of HRM practices (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices). This analysis shows opportunity-enhancing practices (e.g., participative work design and decision-making) are less effective in high-power-distance cultures. Nevertheless, in markedly different countries we find combinations of complementary HPWS and bundles of AMO practices appear to outweigh the influence of societal culture and enhance organizational performance. © 2020, Academy of International Business.

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