Extending the frontier of research on (strategic) human resource management in China: a review of David Lepak and colleagues’ influence and future research direction

Abstract

This review study was conducted in memory of Professor David Lepak, the late Editor-in-Chief of The International Journal of Human Resource Management, for his contribution to the development of strategic human resource management (HRM) research and the influence of his work in strategic HRM research in the Chinese context. Drawing on 133 articles from 49 English journals, we show that Lepak and colleagues' four major theoretical frameworks (universal and contingency perspectives of HRM, HR architecture, employee-oriented perspective of HRM and multiple dimensions of HR systems) have been the most instrumental in guiding strategic HRM research in China. We also assess the extent to which China-based studies have extended the conceptual arguments and analytical frameworks that Lepak and co-authors have put forward. By discussing some of the changes in the way businesses in China have (re)configured their business models, we draw attention to several avenues to make strategic HRM research more reflective of the societal context and relevant to practice.

The Drivers of Employees’ Active Innovative Behaviour in Chinese High-Tech Enterprises

“…Strict and rigid performance appraisals have also been proven to make an employee's need for autonomy unsatisfied [38]. The research also showed that the increase in global competitive pressure and the deterioration of a company's working conditions would make HPWS exert more pressure on employees during the trade war period, which reduces the employee's sense of competence [39]. Thus, it is clear that HPWS has a direct impact on the needs for autonomy and competence.…”

Human Resource Management: Pre-pandemic, Pandemic and Beyond

“…Cross-industry temporary sharing of employees can be mutually beneficial for the industries. It was successfully implemented in China during the pandemic period (Cooke et al, 2020). Temporary re-routing the employees to other industries where the service demand is high helps tackle the majority of the issues faced by employees and the present employer.…”

IJHRM after 30 years: taking stock in times of COVID-19 and looking towards the future of HR research

“…Some papers from the special issue are already online, for example, Luo et al (2020) review study 'The human resource architecture model: A twenty-year review and future research directions'. In this annual review issue, Cooke et al (2021) also pays tribute to David Lepak by reviewing the influence of his works in the development of strategic HRM research in the Chinese context.…”