The impact of HR configuration on firm performance in Singapore: a resource-based explanation

Sh, Lee; Phan, Phillip H.; Chan, Elaine

doi:10.1080/09585190500239465

Cited by 29 publications

(18 citation statements)

References 66 publications

(152 reference statements)

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“…For example, several studies in our review (e.g. Craighead et al 2009;Lee et al 2005;Reed et al 2006) were able to show that the level of tacit knowledge was significantly correlated to temporary performance. However, using temporary performance (and not sustained performance) as the dependent variable for this resource, it is not possible to validate or falsify the actual immobility of the resource.…”

Section: What We Do Know and What We Do Not Know About The Relationshmentioning

confidence: 72%

“…; Lee et al . ; Reed et al . ) were able to show that the level of tacit knowledge was significantly correlated to temporary performance.…”

Section: Discussion and Avenues For Future Researchmentioning

confidence: 99%

“…This was the only category where the use of a similar scale could be identified. King and Zeithaml (2001) and Craighead et al (2009) used the scale developed by Zander and Kogut (1995) or (Lee et al 2005;Reed et al 2006) used similar questions, e.g. documentation of knowledge in manuals or handbooks, but did not specifically refer to Zander and Kogut (1995).…”

Section: Direct Measurement Of Resource Immobilitymentioning

confidence: 99%

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Resource Immobility and Sustained Performance: A Systematic Assessment of How Immobility Has Been Considered in Empirical Resource‐based Studies

Andersén

Jansson

Ljungkvist

2015

Int J Management Reviews

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The core notion of the resource‐based view (RBV) is that the possession of certain resources can result in superior performance and, in order for this performance to be sustained, these resources cannot be perfectly mobile. Whereas previous reviews have mainly focused on the relationship between resources and temporary performance, no studies have systematically analyzed the extent to which empirical RBV studies have specifically considered immobility of resources. By analyzing a sample of 218 empirical RBV studies, the authors found that 17% of the studies directly measured some dimension of immobility (by, for example, actually measuring the level of social complexity, unique history, tacitness or tradability). Fewer than 2% of the studies measured the outcome of resource immobility, i.e. sustained performance differences. Based on these results, this paper discusses the consequences of overlooking this key dimension of the RBV (i.e. immobility) and suggests that, and discusses how, future research should consider resource immobility to a greater extent.

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Section: What We Do Know and What We Do Not Know About The Relationshmentioning

confidence: 72%

“…; Lee et al . ; Reed et al . ) were able to show that the level of tacit knowledge was significantly correlated to temporary performance.…”

Section: Discussion and Avenues For Future Researchmentioning

confidence: 99%

Section: Direct Measurement Of Resource Immobilitymentioning

confidence: 99%

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Resource Immobility and Sustained Performance: A Systematic Assessment of How Immobility Has Been Considered in Empirical Resource‐based Studies

Andersén

Jansson

Ljungkvist

2015

Int J Management Reviews

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“…As pointed out by Lee et al (2005) to highlight that training has a greater universalistic effect than other human resource practices, of the 16 best practices studied by Pfeffer (1994), training is one of the few practices which was found to have a consistently positive impact on results.…”

Section: Review Of the Literature And Formulation Of Hypothesesmentioning

confidence: 89%

Human capital and sustainable competitive advantage: an analysis of the relationship between training and performance

Valle

Sastre‐Castillo

2008

Int Entrep Manag J

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This article analyses the importance of training as a creator of human capital, which enables a company to obtain competitive advantages that are sustainable in the long-term that result in greater profitability. The study is based on the general theoretical framework of resource and capacity theory. The study not only analyses the impact of the influence of training on performance; it also attempts to analyse the nature of such a relationship in greater depth. This being the case, an attempt has been made to measure explanatory capacity from two different perspectives: the universalistic approach and the contingent approach. At the outset, two hypotheses are formulated that attempt to quantify the relationship from a universalistic perspective to later, in two more hypotheses, incorporate the potential moderating effect of the strategy into the model, in order to verify whether or not this strategy improves the explanatory power of our model of analysis.

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“…These studies reveal that HRP have a positive effect on firm performance. Most of the literature on the relationships between HRP and firm performance explained the direct relationships of the practices on performance (Chan et al, 2004;Gooderhama et al, 2008;Guerrero and Didier, 2004;Lee et al, 2005;Liu and Chow, 2007;Mavondo et al, 2005;Ngo et al, 2008;Wood et al, 2006;Wright and Kehoe, 2008). Researchers have investigated the effects of HRP on organizational citizenship behaviours (OCBs) (Guest et al, 2004;Zhang et al, 2008).…”

Section: Introductionmentioning

confidence: 99%

The Impact of Human Resource Practices and Organizational Citizenship Behaviors on Firm Performance

Robert¹

2012

American Journal of Applied Sciences

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Problem statement:The examination of organizational citizenship behaviors as the mediating variable through which human resource practices affect firm performance is still scarce. Approach: This study examined the mediation effects of organizational citizenship behaviors on the relationships between selected human resource practices and firm performance. The human resource practices studied were reward and performance appraisal practices and firm performance was studied in terms of quality of services. Data were collected from a sample of 179 branches of two banks in Tehran, Iran. The participants in this study included 176 managerial employees, 352 non-managerial employees and 871 customers. To achieve these objectives a mediation model was tested using structural equation modeling procedure to examine if the hypothesized model fit the data. Results: The results showed that organizational citizenship behaviors fully mediated the relationships between reward practices and quality of services and partially mediated the relationships between performance appraisal practices and quality of services. Conclusion/Recommendations: The findings of this study suggest that human resource practices play a critical role in enhancing employees' organizational citizenship behaviors and firm performance. Organizational citizenship behaviors mediate the effects of reward and performance appraisal practices on service quality. To improve service quality, employers should improve reward and performance appraisal practices since these practices have an impact on employees' organizational citizenship behaviors which in turn would affect service quality.

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The impact of HR configuration on firm performance in Singapore: a resource-based explanation

Cited by 29 publications

References 66 publications

Resource Immobility and Sustained Performance: A Systematic Assessment of How Immobility Has Been Considered in Empirical Resource‐based Studies

Resource Immobility and Sustained Performance: A Systematic Assessment of How Immobility Has Been Considered in Empirical Resource‐based Studies

Human capital and sustainable competitive advantage: an analysis of the relationship between training and performance

The Impact of Human Resource Practices and Organizational Citizenship Behaviors on Firm Performance

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