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Existing research on the relationship between high‐performance work systems (HPWS) and organizational innovation has paid insufficient attention to the boundary effects of employee participation and human capital. Bridging the human resource management (HRM) and employment relations literature, this study contributes to the contingency view of HRM and China‐specific research by investigating how human capital and employee participation, direct voice mechanism, and corporate governance participation jointly moderate the relationship between HPWS and organizational innovation. We test our three‐way interaction model using a sample of 108 firms and 1,250 employees in China. The results suggest that HPWS are positively associated with organizational innovation when employees with relatively less human capital are coupled with more direct voice mechanism or less corporate governance participation. In contrast, HPWS are negatively related to organizational innovation when employees possessing greater human capital are coupled with more direct voice mechanism. The theoretical and managerial implications and future research directions are discussed.

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Summary Drawing on role theory and the cultural theory of collectivism, we developed and tested a multilevel model of social exchange spillover in leader–member relations in the Chinese context. In Mplus analyses of a sample of 213 subordinates from 47 groups, we found that, at the individual level, a dimension of leader–member guanxi (LMG), leader–member personal life inclusion (LMG‐P), which is defined as the extent to which leaders and members include each other in their personal or family lives, can spill over to affect subordinates' contextual performance (i.e., interpersonal facilitation and job dedication); furthermore, this effect was moderated by subordinates' horizontal collectivism orientation, such that LMG‐P spilled over to affect contextual performance only for those who were low in horizontal collectivism orientation. At the group level, the variance of LMG‐P within a group, which is referred to as LMG‐P differentiation, was related negatively to group performance when the supervisors had a low horizontal collectivism orientation. At the cross level, LMG‐P differentiation moderated the relationship between LMG‐P and job dedication, such that the relationship was positive only when LMG‐P differentiation was low. Copyright © 2015 John Wiley & Sons, Ltd.

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This study attempts to open the black box of top management team (TMT) diversity research by examining the following research questions: (a) how TMT diversity has effects on emergent team processes, (b) when those effects are shaped by key environmental contingencies, and (c) whether emergent team processes mediate the TMT diversity and firm performance relationship. To address these issues, we conduct a series of meta-analytic examination. First, using a sample of 208 effect sizes from 51 studies covering multiple industries across 10 countries, we test how two distinct types of diversity (task- and relations-oriented diversity) are differentially associated with two types of emergent team processes (information elaboration and social categorization) in TMTs. Second, meta-analytic regression analyses are conducted to examine how national culture (power distance and collectivism) and industry characteristics (munificence and dynamism) influence the diversity effects on emergent team processes. Third, we conduct a structural equation modeling analysis to examine the relationships among diversity (input)–information elaboration and social categorization–based processes (mediators)–firm performance (output), incorporating additional 895 effect sizes from 152 studies. Our findings indicate that while relations-oriented diversity has apparent relationships with social categorization–based processes, task-oriented diversity is strongly associated with both information elaboration and social categorization–based processes. Industry munificence and dynamism as well as collectivism in national culture moderate the diversity–social categorization relationships. The result of structural equation modeling also confirms the mediating paths of the TMT diversity–information elaboration/social categorization–performance links.

Health care workers are employed in a complex, stressful, and sometimes hazardous work environment. Studies of the health of health care workers tend to focus on estimating the effects of short-term health outcomes on employee attitudes and performance, which are easier to observe than long-term health outcomes. Research has paid only scant attention to work characteristics that are controlled by the employer and its employees, and their relationship to employees’ long-term physical health and organizational outcomes. The authors use data from the National Longitudinal Survey of Youth (NLSY) from 1992 to 2010 to estimate the relationships among working time, long-term physical health, job satisfaction, and turnover among health care employees. Using a between- and within-person design, they estimate how within-person changes in work characteristics affect the within-person growth trajectory of body mass index (BMI) over time and the relationship between working-time changes and physical health, and occupational turnover. The study finds that health care employees who work more hours suffer from a higher level of BMI and are more likely to leave their occupation.