Business strategy, human resource systems, and organizational performance in the Spanish banking industry

García-Pardo, Isidro Peña; Villasalero, Manuel

doi:10.1080/09585192.2010.528670

Cited by 29 publications

(20 citation statements)

References 58 publications

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“…According to Monks and McMackin (2001, p. 58), piecemeal introduction of individual HR practices can 'neutralize rather than reinforce one another'. The alternative is to have practices that mutually reinforce one another (Pfeffer 1998;Peña and Villasalero 2010).…”

Section: Background and Contextmentioning

confidence: 98%

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Molineux

2013

The International Journal of Human Resource Management

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Researchers report that successful cultural change in an organization is difficult to achieve. This research contends that it is more likely to be successful when a systemic approach to strategic human resource management (SHRM) is used to facilitate the change. The contention was tested in an action research case study and longitudinal assessment of change in a large Australian public sector agency. A clear finding from this research is that the cultural change had been sustained through the systemic application of SHRM.

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Section: Background and Contextmentioning

confidence: 98%

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Molineux

2013

The International Journal of Human Resource Management

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“…In aligning business, HRM and TM strategies, firms are more likely to achieve employee behaviours and outcomes commensurate with strategic success (Jiang, Takeuchi, & Lepak, 2013), signalling the overall importance of TM within the organisation (Garavan, 2012;Garrow & Hirsh, 2008;Minbaeva & Collings, 2013). Indeed, business strategy and strategic implementation moderates the relationship between HRM and performance (Michie & Sheehan, 2005;Peña & Villasalero, 2010;Takeuchi, 2009), therefore highlighting the role of organisational capital-the databases, structures, systems, and culture of the organisation-each "central in developing a firm's strategic capability" (Kang & Snell, 2009, Fu et al, 2017. The HRM function forms a central part of this system in designing, implementing, reviewing, and institutionalising the HRM practices that form a bedrock and those that constitute TM (Soo et al, 2017;Youndt & Snell, 2004).…”

mentioning

confidence: 99%

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

Glaister

Karaçay

Demirbağ

et al. 2017

Human Res Mgmt Journal

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This paper investigates the link between HRM practices, talent management (TM), and firm performance and examines the role of HRM/business strategy alignment in an emerging market context. Through survey evidence gathered from 198 respondent firms, this study shows that TM, when focused on a series of practices aimed at developing workforce networks and social capital, is a key transmission mechanism mediating the relationship between HRM and firm performance. HRM strategy and business strategy alignment increases these performance impacts but is not an essential component in the HRM-TM-performance link.

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“…The majority of studies on functional HR activities report multi-industry rather than industry-specific findings. A number of studies have reported industry-specific findings such as those by Gardner (2005), Finegold andFrenkel (2006), McAlearney (2006) and Pena and Villasalero (2010). These studies reveal unique labour markets within specific sectors.…”

Section: The International Journal Of Human Resource Management 2429mentioning

confidence: 92%

Global talent management in science-based firms: an exploratory investigation of the pharmaceutical industry during the global downturn

Garavan

2012

The International Journal of Human Resource Management

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This paper investigates global talent management (GTM) in science-based firms during the global downturn. Literature on the resource-based view, the best-fit perspective and resource dependency theory is used to frame a qualitative study of nine global pharmaceutical firms that explores how multiple actors view GTM during the global downturn. The study investigates how actors perceive the strategic priorities of the firm during the downturn; the challenges of aligning GTM to address these priorities; the values of top management in supporting investment in GTM and the challenges encountered in coordinating and controlling GTM processes. The findings reveal that actors considered GTM to be strategically important because it enabled firms to simultaneously manage downsizing, expansion and structural alignment, and it helped them to prepare for growth in the future. Multi national companies exercised control and coordination of GTM during the global downturn through increased use of structural reporting, greater involvement of headquarter (HQ) and regional HQ in subsidiary talent decisions, networking and cognitive control strategies. The paper concludes by identifying direction for future research on this topic.

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Business strategy, human resource systems, and organizational performance in the Spanish banking industry

Cited by 29 publications

References 58 publications

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

Enabling organizational cultural change using systemic strategic human resource management – a longitudinal case study

HRM and performance—The role of talent management as a transmission mechanism in an emerging market context

Global talent management in science-based firms: an exploratory investigation of the pharmaceutical industry during the global downturn

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