The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.
Boundary Conditions of the High‐Investment Human Resource Systems‐Small‐Firm Labor Productivity Relationship
Abstract
Although a few published, multiindustry, firm‐level, empirical studies have linked systems of high‐investment or high‐performance human resource management practices to enhanced small‐firm performance, this stream of strategic human resource management research is underdeveloped and equivocal. Accordingly, in this study, we use a sample of for‐profit, private‐sector, small Canadian firms with fewer than 100 employees from a variety of industry sectors to examine boundary conditions of the relationship between firm‐level high‐investment human resource systems and objective small‐firm labor productivity. Congruent with contingency theory, this study's results indicate that the extent and nature of the influence of high‐investment human resource systems on objective small‐firm labor productivity is contingent on internal (differentiation strategy and firm capital intensity) and external boundary conditions (industry dynamism and industry growth). Implications and limitations of this research study as well as avenues for future research are discussed.
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Cites
Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
HUSELID, M. A. (1995) · Academy of Management Journal · doi:10.2307/256741 · Cited by 9,342
Chief Executive Personality and Corporate Strategy and Structure in Small Firms
Miller, D., & Toulouse, J.-M. (1986) · Management Science · doi:10.1287/mnsc.32.11.1389 · Cited by 780
Cited by
Chuang, C.-H., Jackson, S. E., & Jiang, Y. (2016) · Journal of Management · doi:10.1177/0149206313478189 · Cited by 423
Jo, J., Chadwick, C., & Han, J. H. (2024) · Human Resource Management · doi:10.1002/hrm.22184 · Cited by 43
“The contingency perspective in strategic HRM suggests that the effects of a firm's HR activities on employee and firm outcomes can be magnified when the HR activities are complementary to other aspects of the organization (Chadwick et al., 2013; Guthrie, 2001; Han et al., 2019).”
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Metadata
- Authors
- Chadwick, C., Way, S. A., Kerr, G., & Thacker, J. W.
- Venue
- Personnel Psychology
- Publisher
- Wiley
- Published
- 2012-11-19
- Volume
- 66
- Issue
- 2
- Pages
- 311-343
- ISSN
- 0031-5826 (ISSN-L)
- 1744-6570
- OpenAlex
- W1572749131
- Cited by
- 161
- References
- 3
- FWCI
- 9.63
- Type
- journal article
- Language
- en
- Open access
- closed
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