High performance work systems and organizational performance: an empirical study of Taiwan's semiconductor design firms

Tsai, Chin-Ju

doi:10.1080/09585190600878121

Cited by 65 publications

(33 citation statements)

References 41 publications

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“…Longitudinal data will also further clarify the causal relationships between HPMP and sustainability outcomes (Tsai, 2006).…”

Section: Resultsmentioning

confidence: 99%

“…configurational perspective approach) between HPMP and performance outcomes. The resource based view approach is well accepted in the literature and widely used in high performance management research (Becker, Huselid, Becker, & Huselid, 1998;Combs, Liu, Hall, & Ketchen, 2006;De Kok & Uhlaner, 2001;De Kok et al, 2006;Huselid, 1995;Shih et al, 2006;Tsai, 2006). The link between HPMP and sustainability outcomes (financial performance and market performance outcomes) is examined in this study.…”

Section: Configurational Perspectivementioning

confidence: 99%

“…The first, concerning formality, draws upon normative business management approaches as HPMP provides tactical-level practices to operationalise strategic planning. The majority of the published research indicates the positive role of formal HPMP as a source of competitive advantage and that certain HPMP practices improve organisational performance and firm resilience (Arthur, 1994;Huselid, 1995;Ichniowski et al, 1997;Tsai, 2006) Therefore, a lack of formal HPMP approaches could be interpreted as a negative within the Pakistani SME context. However, another perspective has also been argued in the literature.…”

Section: Journal Of Management Sciencesmentioning

confidence: 99%

See 2 more Smart Citations

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

Raziq¹,

Wiesner²

2016

J.manag.sci.

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Prior research on high performance management practices (HPMP) has primarily examined the relationship between HPMP and firm performance in the context of large organisations. However, this study examines the relationship between HPMP and Sustainability outcomes (firm performance) in small and medium-size enterprises (SMEs) and also within a specific cultural background which is under researched. This research study is related to both theory and practice. The main relevance lies in analyzing the relationship between HPMP and sustainability outcomes in SMEs. This research study relates to theory by applying the resource-based view and configurational approaches used in this study. The study employed a quantitative methodology. Data were collected through a self-administered survey questionnaire. The questionnaire was adopted from a previous validated survey measuring HPMP in Australian SMEs. The target population consisted of SMEs operating in the city of Karachi, Pakistan. Stratified random sampling was applied to collect data from two stratums i.e. manufacturing and service-sector SMEs. A total of 703 firms were selected, contacted by phone, and invited to participate in this survey. Of these firms, 357 SMEs (50.78 percent response rate) accepted the invitation to fill out the survey questionnaire. Most of the respondents who agreed requested that the researcher to visit their organizations personally. The data were analyzed by using Structural Equation Modeling techniques including exploratory factor analysis. The findings indicate a positive significant relationship between HPMP and sustainability outcomes. The link between these HPMP and the sustainability of SMEs demonstrates the value and importance of HPMP in achieving sustainability.

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“…Longitudinal data will also further clarify the causal relationships between HPMP and sustainability outcomes (Tsai, 2006).…”

Section: Resultsmentioning

confidence: 99%

Section: Configurational Perspectivementioning

confidence: 99%

Section: Journal Of Management Sciencesmentioning

confidence: 99%

See 1 more Smart Citation

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

Raziq¹,

Wiesner²

2016

J.manag.sci.

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show abstract

“…A final ES example from the SHRM literature is the recent typology developed by Toh, Morgeson, and Campion [2008;also see Sheppeck and Militello 2000;Youndt and Snell 2004;Bae and Yu 2005;Kinnie, Swart, and Purcell 2005;Tsai 2006]. They identify five ES's: cost minimizers, contingent motivators, competitive motivators, resource makers, and commitment maximizers.…”

Section: Strategic Human Resource Managementmentioning

confidence: 99%

Alternative Configurations of Firm-level Employment Systems : Evidence from American Companies

Kaufmann¹,

Miller²

2015

EBR

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“…As far as the second area of interest is concerned, it is stressed that HR practices play a major role in facilitating absorption, transfer, sharing, exchange, and creation of knowledge. Simultaneously, they improve an organization's capability of combining, developing, and using sources of knowledge in creating competitive advan- For the purpose of measurement of HR practices, statements derived from tools used for examination of HR practices were adopted (Fu et al 2015;Guthrie, 2001;Huselid, 1995;Tsai, 2006), which referred to conceptualization of high performance work systems.…”

Section: In Search Of Key Hr Practices For Improvement Of Productivitmentioning

confidence: 99%

In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

Wojtczuk‐Turek

2017

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The objective of this article is to present research devoted to the relationships between HR practices and productivity (understood as behavior and results) of employees in the KIBS sector (knowledgeintensive business services sector). The operations of companies in this sector are based on the application of expert knowledge to create services satisfying the needs of personalized clients. Because companies from the KIBS sector are immensely important to the development of the economy (mainly in the context of their high potential for innovation), identification of the key factors that allow them to give fine performance is a significant theoretical and practical issue. A major role in this respect is played by the human resources management system -chiefly because KIBS companies gain competitive advantage though employees' knowledge. As part of research with a quantitative approach (serving to test hypotheses) and a qualitative approach (allowing exploration), the human resources management system has been described as the key -from the point of view of desired behaviors and results -HR practice identified. Based on the study that has been conducted, which examined employees who had expert knowledge and created personalized services for clients, it has been concluded that the HR practices that most fully account for the productivity of employees are work design and job characteristics and empowerment, participation, and autonomy. Within the framework of qualitative research carried out in participation with HR managers of knowledge-intensive service firms, the character of individual high performance HR practices and the prominent role of managers and HR experts in supporting performance on individual and organizational levels has been indicated. IntroductionThe increasing economic pressure on knowledge and innovation has stirred the emergence and development of companies offering business services based on expert knowledge (i.e., KIBS -knowledge-intensive business services sector). The criterion for distinguishing such companies from others on the market is the fact that their services are based on expert knowledge that is employed for the purpose of satisfying the needs of personalized clients (Bettencourt, Ostrom, Brown, & Roundtree, 2002

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High performance work systems and organizational performance: an empirical study of Taiwan's semiconductor design firms

Cited by 65 publications

References 41 publications

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

High Performance Management Practices and Sustainability of SMEs. Evidence from Manufacturing and Services-based Industries in Pakistan

Alternative Configurations of Firm-level Employment Systems : Evidence from American Companies

In Search of Key HR Practices for Improvement of Productivity of Employees in the KIBS Sector

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