2014
DOI: 10.1037/a0037712
|View full text |Cite
|
Sign up to set email alerts
|

A meta-analysis of country differences in the high-performance work system–business performance relationship: The roles of national culture and managerial discretion.

Abstract: Our article develops a conceptual framework based primarily on national culture perspectives but also incorporating the role of managerial discretion (cultural tightness-looseness, institutional flexibility), which is aimed at achieving a better understanding of how the effectiveness of high-performance work systems (HPWSs) may vary across countries. Based on a meta-analysis of 156 HPWS-business performance effect sizes from 35,767 firms and establishments in 29 countries, we found that the mean HPWS-business … Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

11
192
3
6

Year Published

2015
2015
2018
2018

Publication Types

Select...
8

Relationship

0
8

Authors

Journals

citations
Cited by 152 publications
(235 citation statements)
references
References 140 publications
11
192
3
6
Order By: Relevance
“…Studies have outlined that support prospects like work discretion can significantly help employees to enhance their performance (Kuratko et al, 2005). Accordingly, meta-analysis results have also forwarded consonance to these empirical findings (Rabl et al, 2014). Drawing upon the theoretical explanation of resource based view (RBV) (Wernerfelt, 1984) these studies have outlined that work discretion is an important resource that can help employees to develop competencies for enhanced outcomes.…”
Section: Work Discretionmentioning
confidence: 96%
See 1 more Smart Citation
“…Studies have outlined that support prospects like work discretion can significantly help employees to enhance their performance (Kuratko et al, 2005). Accordingly, meta-analysis results have also forwarded consonance to these empirical findings (Rabl et al, 2014). Drawing upon the theoretical explanation of resource based view (RBV) (Wernerfelt, 1984) these studies have outlined that work discretion is an important resource that can help employees to develop competencies for enhanced outcomes.…”
Section: Work Discretionmentioning
confidence: 96%
“…Having job clarity is essential for them to ensure they are right on track and effectively working towards objective achievement of organizational goals. In parallel, scholars have also highlighted that employees, especially working in managerial positions require discretion in their work to craft their jobs; make better decisions and showcase phenomenal performance (Rabl et al, 2014).…”
Section: Business Performancementioning
confidence: 99%
“…The HIW practices include three dimensions: skill requirements, jobs designed to use those skills, and an incentive structure to induce discretionary effort (Appelbaum et al, 2000). These practices are intended to increase business performance by enhancing employee ability, motivation and opportunity to contribute (Bayo-Moriones & GaldonSanchez, 2010;Rabl, Jayasinghe, Gerhart & Kühlmann, 2014). Moreover, implementing these practices leads to ensuring that all employees are in a position to contribute towards the goals of the organization (Ashton & Sung, 2002), cited in Robineau, Ohana&Swaton (2015.…”
Section: Conceptual Frameworkmentioning
confidence: 99%
“…Additionally, high-performance work systems (HPWS) (also known as "high commitment management" (Arthur, 1994;Choi, 2014) or "HR practice configurations" (Choi, 2014;Delery, 1998) are a combination of HPW practices, which are hypothesized to create synergistic effects (BayoMoriones & Galdon-Sanchez, 2010;Della Torre & Solari, 2013;Marín-García & Conci, 2012;Rabl et al, 2014). According to these synergies, performance obtained by using bundles of practices will be greater than the sum of individual effects achieved by applying separately each of them Boxall, Purcell & Wright, 2009;Demortier et al, 2014;Drummond & Stone, 2007;Jiang, Lepak, Hu, et al, 2012;Minbaeva, 2013).…”
Section: Conceptual Frameworkmentioning
confidence: 99%
“…HPHRP include, for example, training, performance appraisal, information sharing, and involvement and participation (Messersmith et al, 2011;Rabl et al, 2014;Jiang et al, 2015). Over the past decade, many studies have been devoted to the relationship between HPHRP and different types of employee outcomes such as job satisfaction, organizational commitment and citizenship behaviours (e.g.…”
Section: Introductionmentioning
confidence: 99%