High-performance work systems and organizational performance across societal cultures

Dastmalchian, Ali; Bacon, Nicolas; McNeil, Nicola; Steinke, Claudia; Blyton, Paul; Kumar, Medha Satish; Bayraktar, Seçil; Auer-Rizzi, Werner; Bodla, Ali Ahmad; Cotton, Richard; Craig, Tim; Ertenu, Behice; Habibi, Mohammad Reza; Huang, Heh Jason; İmer, H. Pınar; Isa, Che Ruhana; Ismail, Ayman; Jiang, Yuan; Kabasakal, Hayat; Colombo, Carlotta Meo; Moghavvemi, Sedigheh; Mukherjee, Tuheena; Musa, Ghazali; Sugai, Philip; Tang, Ningyu; Thang, Troung Thi Nam; Varnali, Renin

doi:10.1057/s41267-019-00295-9

Cited by 42 publications

(43 citation statements)

References 72 publications

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“…Prior studies have shown limited congruence of these characteristics with high-performance and high-involvement HRM systems (Jiang et al, 2015; Rabl et al, 2014). For instance, in a study of 7187 employees across 14 countries, Dastmalchian et al (2020) have found opportunity-enhancing practices (including participative work design and decision-making) to be less effective in high-power-distance cultures; however, it is highly effective in low-power-distance cultures. It is, therefore, quite natural to have doubts on the viability and effectiveness of such advanced Western HRM systems in the Indian context.…”

Section: Introductionmentioning

confidence: 99%

Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach

Gahlawat

Kundu

2020

South Asian Journal of Human Resources Management

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Using primary data from 575 employees of 209 organizations, the current study progresses the research between high-involvement work practices (HIWP) and organizational citizenship behaviour (OCB) in the Indian context. The results have revealed that the employees’ perceptions of HIWP including contingent appraisal and compensation, extensive training, self-managed teams, flexible work arrangements and empowerment result in enhanced work motivation (WM), improved job satisfaction (JS), heightened organizational commitment and higher degree of engagement in citizenship behaviour among employees. With establishment of a multi-step partial mediation model, the findings further reveal that the relationship between HIWP and OCB is individually and serially mediated by WM, JS and affective commitment (AC). The implications of these results for theory and practice of progressive HR practices in the Indian context are discussed.

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Section: Introductionmentioning

confidence: 99%

Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach

Gahlawat

Kundu

2020

South Asian Journal of Human Resources Management

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“…IB has developed considerable expertise using Hofsteder's power-distance and other hierarchical institutional strength variables (Hofstede 2006). Recent work includes Mahajan and Toh (2017), Cao et al (2018), Maseland, Dow and Steel (2018), Tung and Stahl (2018), Kostova et al (2019), and Dastmalchian (2020) 14 A parallel discussion in IB pits internalization against diversification in MNE expansion, e.g., Rugman (1976), Agmon and Lessard, (1977), Caves (1982), Yeung, (1991, 1992), Kwok and Reeb (2000).…”

Section: Notesmentioning

confidence: 99%

Business groups and the study of international business: A Coasean synthesis and extension

2021

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This paper harmonizes the business group literature in international business and across relevant fields within a unified theoretical framework. Business groups (firms under common control but with different, if overlapping, owners) are economically important in much of the world. Business groups’ economic significance co-evolves with their economies' institutions and market environments, patterns of particular interest to international business scholars. The vast literature on business groups raises discordant perspectives. This paper first proposes a unifying definition and provides a list of stylized historical observations on business groups across different parts of the world. It then develops a Coasean framework to harmonize seemingly disparate views from the literature by building on recent surveys and the stylized historical patterns of business groups. We enlist two concepts – fallacies of composition/decomposition and time inconsistency – to harmonize these perspectives. This yields a theoretical framework for understanding business groups that mobilizes concepts long-used to understand multinational enterprises: the economy's market and hierarchical transaction costs, openness, and their dynamic interactions. We then apply this framework to globalization and business group internationalization. This work leads to an overarching research agenda encompassing seemingly inconsistent prior work.

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“…The organizational results may refer to efficiency, productivity, innovativeness, quality of products/services, and competitive advantage (Acosta-Prado et al, 2020; Arthur, 1994; Becker and Gerhart, 1996; Birdi et al, 2008; Easa and Orra, 2020; Ferguson and Reio, 2010; Huselid, 1995; Huselid et al, 1997; Paawe and Ferndale, 2017; Pfeffer and Veiga 1999; Sparrow et al, 2016; Stor and Haromszeki, 2020b). The research within the managerial results in most cases refers to the interrelations and levels of coherence between business strategies and particular subfunctions of HRM with company’s performance results (Beer et al, 1984; Bello-Pintado, 2015; Chanda and Shen, 2009; Dastmalchian et al, 2020; Jashari and Kutllovci, 2020; Guest, 1997; Guest et al, 2011; Schuler and Jackson, 1987; Stor and Suchodolski, 2016; Wright and Snell, 1991, 1995). And the behavioral results may include work flexibility, employee attitudes, participation, job performance, employee learning, employee performance, employee engagement and satisfaction, employee and/ or managerial interpersonal relations, employee competency development, and leadership development (Ferguson and Reio, 2010; Juchnowicz, 2010; Nagy, 2002; Peretz et al, 2018; Rich et al, 2010; Sparrow et al, 2016; Stor and Haromszeki, 2019; Taamneh et al, 2018; Villajos et al, 2019; Wickramasinghe and Liyanage, 2013).…”

Section: The Theoretical Backgroundmentioning

confidence: 99%

The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions

Stor

2021

Int'l Jnl of Cross Cultural Management

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The main goal of the paper is to determine whether the HQs of MNCs evaluate the significances of particular HRM subfunctions to their foreign subsidiaries’ performance differently depending on a specific cultural context and—as a consequence—various configurations of HRM subfunctions may be identified in different cultural contexts. The theoretical assumptions are based on a combination of the configurational and contextual perspectives through a cross-cultural lens. In the empirical research an abductive reasoning process is applied. The research sample covers 200 headquarters of MNCs. To analyze the collected data both descriptive and correlational statistical methods are used. Two patterns of configurational bundle of HRM have been identified: A and B. Pattern A tends to be more system oriented and Pattern B more centralization oriented. Pattern A covers the subsidiaries which, with comparison to their HQ, are of lower power distance, higher individualism, higher masculinity, lower uncertainty avoidance, longer time orientation, and higher indulgence. Pattern B is composed of the subsidiaries with the opposite signs of the cultural distance index. The originality of the study consists in the application of the abductive research model. Thanks to it, we were able to search and find the simplest and most probable explanations for our observations. And the value of the research itself lies in the evidence that the contextual perspective with its configurational implications in the HRM research field is useful in identifying the phenomena that are difficult to identify or unidentifiable otherwise. The findings of the present study provide some knowledge on how cultural distance (external variable) and the significance of HRM to the subsidiary’s performance results (internal variable) interact in impacting on different configurational bundles of HRM subfunctions, their centralization practices and knowledge flows in MNCs.

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High-performance work systems and organizational performance across societal cultures

Cited by 42 publications

References 72 publications

Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach

Unravelling the Relationship Between High-involvement Work Practices and Organizational Citizenship Behaviour: A Sequential Mediation Approach

Business groups and the study of international business: A Coasean synthesis and extension

The configurations of HRM bundles in MNCs by their contributions to subsidiaries’ performance and cultural dimensions

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