A theoretical look at firm performance in high-tech organizations: what does existing theory tell us?

A qualitative exploration of employees' views on organisational commitment

“…As measured by increased sales, improved productivity, profitability and enhanced retention, loyal and engaged employees tend to generate high-performance business outcomes (Rogers, 2001;Tsui, Pearce & Porter;1995). These employees commit themselves to the organisation's vision and mission.…”

A Framework for Human Resource Configurations in Knowledge-intensive Organizations

“…Firms largely compete through their products and technology and, as such, are becoming increasingly dependent on the workers who advance technology and supply unique and superior products (Collins & Smith, 2006;Rogers, 2001). Knowledge management has become an increasing concern in modern business and organizations, especially in knowledge-intensive organizations (Perez & de Pablos, 2003).…”

“…Knowledge-intensive organizations (particularly high-tech firms) are characterized by their high level of intellectual work (Kelley & Caplan, 1993) and the majority of knowledge workers. A large proportion of assets in knowledge-intensive organizations is tied up in intellectual human assets rather than in equipment or property (Rogers, 2001), and such organizations rely mainly on specialists' knowledge, expertise, and skills in their specific technical and functional domains (Kubo & Saka, 2002). "Knowledge workers are those who use their heads more than their hands to produce value.…”

“…They add value through their ideas, their analyses, their judgment, their syntheses, and their design" (Horibe, 1999, p. xi). Knowledge workers are generally highly educated and possess a high level of expertise (Rogers, 2001), and they are organizational assets (O'Donohue, Sheehan, Hecker, & Holland, 2007). Intellectual capital has become a key competitive advantage in the knowledge economy, and knowledge workers who hold such knowledge power have become key determinants in whether knowledge-based and innovation-driven companies succeed or fail (Harrigan & Dalmia, 1991).…”

“…The means by which organizations create a supportive environment and compatible culture for innovation has become a hot issue in the management area (e.g., Amabile, Conti, Coon, Lazenby, & Herron, 1996;Claver, Llopis, Garcia, & Molina, 1998;Ryan, 1995), in which the strategic role of HR management in innovation is increasingly emphasized. In knowledge-intensive organizations, knowledge and knowledge workers directly make up the production line, and HRM, which supports knowledge work systems, fulfills an important value-added organizational function in the production process (Rogers, 2001). Thus, HRM activities are directly related to the most valuable assets of the organization and, as such, improve the ability of the organization to achieve its goals successfully (Harrigan & Dalmia, 1991).…”