Cited by 2,996Human Resource and Talent ManagementEmployee Performance and ManagementManagement and Organizational Practices

The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.

Understanding HRM–Firm Performance Linkages: The Role of the “Strength” of the HRM System

Bowen, David E., Ostroff, Cheri·2004·Academy of Management Review

DOI 10.5465/amr.2004.12736076

Open this paper in CoChat — free account

Abstract

Theory building has lagged on the intermediate linkages responsible for the relationship between HRM and firm performance. We introduce the construct “strength of the HRM system” and describe the meta-features of an HRM system that result in a strong organizational climate, analogous to Mischel's “strong situation,” in which individuals share a common interpretation of what behaviors are expected and rewarded. The strength of the HRM system can help explain how individual employee attributes accumulate to affect organizational effectiveness.

Integrity signals

Registry

Crossref · 10.5465/amr.2004.12736076

Cites

0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Firm Resources and Sustained Competitive Advantage
Barney, J. (1991) · Journal of Management · doi:10.1177/014920639101700108 · Cited by 48,334
The Elaboration Likelihood Model of Persuasion
Petty, R. E., & Cacioppo, J. T. (1986) · Advances in Experimental Social Psychology · doi:10.1016/s0065-2601(08)60214-2 · Cited by 8,822
The processes of causal attribution.
Kelley, H. H. (1973) · American Psychologist · doi:10.1037/h0034225 · Cited by 4,025 · cited 1×
“Considerable evidence indicates that individuals desire consistency in organizational life (e.g., Kelley, 1973; Lidz, 1973; Siehl, 1985).”
Background
Toward a cognitive social learning reconceptualization of personality
Mischel, W. (1973) · Psychological Review · doi:10.1037/h0035002 · Cited by 3,181
The Challenge of Innovation Implementation
Klein, K. J., & Sorra, J. S. (1996) · The Academy of Management Review · doi:10.2307/259164 · Cited by 2,113

Show all 0 references

Research works printed but not linked: 99

Arthur J. B., 1992, Industrial and Labor Relations Review, 45, 488, 10.1177/001979399204500306 · DOI
Ashforth B. E., 1985, Academy of Management Review, 10, 837, 10.5465/amr.1985.4279106 · DOI
Ashforth B. E., 2001, Role transitions in organizational life
Barnard C. I., 1938, The functions of the executive
Bateson G., 1956, Behavioral Science, 1, 251, 10.1002/bs.3830010402 · DOI
Becker B., 1996, Academy of Management Journal, 39, 779, 10.2307/256712 · DOI
Becker B. E., 1998, Research in Personnel and Human Resources Management, 16, 53
Bem D. J., 1978, Psychological Review, 85, 485, 10.1037/0033-295X.85.6.485 · DOI
Borucki C. C., 1999, Journal of Organizational Behavior, 20, 943, 10.1002/(SICI)1099-1379(199911)20:6<943::AID-JOB976>3.0.CO;2-9 · DOI
Bowen D. E., 1999, Organizational Dynamics, 27, 7, 10.1016/S0090-2616(99)90018-9 · DOI
Bowen D. E., 1988, Research in Organizational Behavior, 10, 43
Boxall P., 1996, Human Resource Management Journal, 6, 59, 10.1111/j.1748-8583.1996.tb00412.x · DOI
Bretz R. D., 1992, Journal of Management, 18, 321, 10.1177/014920639201800206 · DOI
Chaiken S., 1996, Social psychology: Handbook of basic principles:, 702
Chatman J. A., 1989, Academy of Management Review, 14, 333, 10.5465/amr.1989.4279063 · DOI
Delaney J. T., 1996, Academy of Management Journal, 39, 949, 10.2307/256718 · DOI
Delbecq A., 1985, Organizational Dynamics, 14, 24, 10.1016/0090-2616(85)90041-5 · DOI
Delery J. E., 1996, Academy of Management Journal, 39, 802, 10.2307/256713 · DOI
Denison D. R., 1996, Academy of Management Review, 21, 619, 10.5465/amr.1996.9702100310 · DOI
Drazin R., 1999, Academy of Management Review, 24, 286, 10.5465/amr.1999.1893937 · DOI
Dyer L., 1988, Human resource management: Evolving roles and responsibilities:, 1
Endler N. S., 1976, Interactional psychology and personality:, 1
Feldman J. M., 1981, Journal of Applied Psychology, 66, 128, 10.1037/0021-9010.66.2.127 · DOI
Ferris G. R., 1998, Human Resource Management Review, 8, 235, 10.1016/S1053-4822(98)90004-3 · DOI
Ferris G. R., 1999, Journal of Management, 25, 385, 10.1177/014920639902500306 · DOI
Fiske S. T., 1991, Social cognition
Folger R., 1998, Organizational justice and human resource management, 10.4135/9781452225777 · DOI
Frederiksen N., 1972, American Psychologist, 26, 114, 10.1037/h0032705 · DOI
Guzzo R. A., 1994, Human Resource Management, 33, 447, 10.1002/hrm.3930330311 · DOI
Hass R. G., 1981, Cognitive responses in persuasion:, 141
House R., 1995, Research in Organizational Behavior, 17, 41
Huselid M. A., 1995, Academy of Management Journal, 38, 635, 10.2307/256741 · DOI · Paper page
Huselid M. A., 1996, Industrial Relations, 35, 400
Huselid M. A., 1997, Academy of Management Journal, 40, 171, 10.2307/257025 · DOI
Ichniowski C., 1997, American Economic Review, 87, 291
Jackofsky E. F., 1988, Journal of Organizational Behavior, 9, 319, 10.1002/job.4030090404 · DOI
James L. R., 1982, Journal of Applied Psychology, 67, 219, 10.1037/0021-9010.67.2.219 · DOI · Paper page
James L. R., 1974, Psychological Bulletin, 81, 1096, 10.1037/h0037511 · DOI
Johnson J. W., 1996, Personnel Psychology, 49, 831, 10.1111/j.1744-6570.1996.tb02451.x · DOI
Jones A. P., 1979, Organizational Behavior and Human Decision Processes, 23, 201, 10.1016/0030-5073(79)90056-4 · DOI
Joyce W., 1984, Academy of Management Journal, 27, 721, 10.2307/255875 · DOI
Kassin S. M., 1985, The development of social cognition:, 3, 10.1007/978-1-4612-5112-5_1 · DOI
Katz D., 1978, The social psychology of organizing
Kelley G. A., 1955, A theory of personality: The psychology of personal constructs
Kelley H. H., 1967, Nebraska symposium on motivation:, 192
Kelley H. H., 1972, Attribution: Perceiving the causes of behavior:, 151
Kelman H. C., 1989, Crimes of obedience: Toward a social psychology of authority and responsibility
Klein K. J., 1996, Academy of Management Review, 21, 1055, 10.5465/amr.1996.9704071863 · DOI · Paper page
Kopelman R. E., Brief A. P., Guzzo R. A. 1990. In , Schneider B. (Ed.), Organizational climate and culture: 282–318. San Francisco: Jossey-Bass.
Kozlowski S. W. J., 1989, Journal of Applied Psychology, 74, 721
Lado A. A., 1994, Academy of Management Review, 19, 699, 10.5465/amr.1994.9412190216 · DOI
Lewin K., 1939, Journal of Social Psychology, 10, 271, 10.1080/00224545.1939.9713366 · DOI
Lidz T., 1973, Origin and treatment of schizophrenic disorders
MacDuffie J. P., 1995, Industrial and Labor Relations Review, 48, 199, 10.1177/001979399504800201 · DOI
Martin J., 1983, Organizational Dynamics, 12, 52, 10.1016/0090-2616(83)90033-5 · DOI
McGuire W. J., 1972, Experimental social psychology:, 108
Miles R. E., 1994, Fit, failure and the hall of fame
Mischel W., 1968, Personality and assessment
Mischel W., 1977, Personality at the crossroads: Current issues in interactional psychology:, 333
Mischel W., 1997, Handbook of personality psychology:, 113
Mischel W., 1982, Psychological Review, 89, 730, 10.1037/0033-295X.89.6.730 · DOI
Morgeson F. P., 1999, Academy of Management Review, 24, 249, 10.5465/amr.1999.1893935 · DOI
Naumann S. E., 2000, Academy of Management Journal, 43, 881, 10.2307/1556416 · DOI
Ostroff C., 1995, Human Resources Management: Ideas and Trends in Personnel, 1
Ostroff C., 2000, Multilevel theory, research, and methods in organizations:, 211
Ostroff C., 2003, Comprehensive handbook of psychology, volume 12: Industrial and organizational psychology:, 565, 10.1002/0471264385.wei1222 · DOI
Ostroff C., 1993, Academy of Management Journal, 36, 1345, 10.2307/256814 · DOI
Payne R. L., 2000, Handbook of organizational culture and climate:, 163
Petty R. E., 1986, Advances in experimental social psychology, 19, 123
Reichers A. E., 1990, Organizational climate and culture:, 5
Ross L., 1991, The person and the situation: Perspectives of social psychology
Rousseau D. M., 1995, Psychological contracts in organizations
Rousseau D. M., 1994, Human Resource Management, 33, 385, 10.1002/hrm.3930330308 · DOI
Rousseau D. M., 1994, Human Resource Management, 33, 463
Sathe V., 2000, Handbook of organizational culture and climate:, 279
Schneider B., 1990, Organizational climate and culture:, 383
Schneider B., 2000, Handbook of organizational culture and climate:, xvii
Schneider B., 1985, Journal of Applied Psychology, 70, 423, 10.1037/0021-9010.70.3.423 · DOI
Schneider B., 1996, Organizational Dynamics, 24, 7, 10.1016/S0090-2616(96)90010-8 · DOI
Schneider B., 2002, Journal of Applied Psychology, 87, 220, 10.1037/0021-9010.87.2.220 · DOI
Schuler R. S., 1987, Human Resource Planning, 10, 125
Schuler R. S., 1987, Academy of Management Executive, 1, 207, 10.5465/AME.1987.4275740 · DOI
Schuler R. S., 1995, Annual Review of Psychology, 46, 237, 10.1146/annurev.ps.46.020195.001321 · DOI
Siehl C. J., 1985, Organizational culture:, 125
Tajfel H., 1968, Handbook of social psychology:, 315
Taylor S. E., 1978, Advances in experimental social psychology:, 249
Tsui A. S., 1997, Academy of Management Journal, 40, 1089, 10.2307/256928 · DOI
Ulrich D., 1997, Human resource champions: The next agenda for adding value and delivering results
Ulrich D., 1991, Academy of Management Executive, 5, 77, 10.5465/AME.1991.4274728 · DOI
Vancouver J. B., 1991, Personnel Psychology, 44, 333, 10.1111/j.1744-6570.1991.tb00962.x · DOI
Vroom V., 1964, Work and motivation
Waldman D. A., 1998, Human Resource Management, 37, 117, 10.1002/(SICI)1099-050X(199822)37:2<117::AID-HRM3>3.0.CO;2-Z · DOI
Weick K. E., 1995, Sensemaking in organizations
Wicker A. W., 1992, Person environment psychology:, 157
Wright P. M., 1992, Journal of Management, 18, 295, 10.1177/014920639201800205 · DOI
Wright P. M., 1994, International Journal of Human Resource Management, 5, 301, 10.1080/09585199400000020 · DOI · Paper page
Wright P. M., 1991, Human Resource Management Review, 1, 203, 10.1016/1053-4822(91)90015-5 · DOI
Youndt M. A., 1996, Academy of Management Journal, 39, 836, 10.2307/256714 · DOI
Zohar D., 2000, Journal of Applied Psychology, 85, 587, 10.1037/0021-9010.85.4.587 · DOI

Sorted by citations

Items 901–1,000 of 1,005

Work-Related Flow: The Development of a Theoretical Framework Based on the High Involvement HRM Practices With Mediating Role of Affective Commitment and Moderating Effect of Emotional Intelligence
Wang, X., & Shaheryar (2020) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.564444 · Cited by 65
“, distinctiveness, consistency, and consensus) (Bowen and Ostroff, 2004) has a pivotal role in relation to HRM practices.”
BackgroundMethodInfluential
Diversity climate on turnover intentions: a sequential mediating effect of personal diversity value and affective commitment
Lee, J., Kim, S. B., & Kim, Y. (2020) · Personnel Review · doi:10.1108/pr-11-2019-0636 · Cited by 33
Does employee participation matter? An empirical study on the effects of participation on well-being and organizational performance
Andres, U. U., Garmendia, A., & Elorza, U. (2020) · Central European Journal of Operations Research · doi:10.1007/s10100-020-00704-7 · Cited by 50
Human Resource Practices, Eudaimonic Well-Being, and Creative Performance: The Mediating Role of Idiosyncratic Deals for Sustainable Human Resource Management
Villajos, E., Tordera, N., & Silla, J. M. P. (2019) · Sustainability · doi:10.3390/su11246933 · Cited by 44
Do high-performance HR practices augment OCBs? The role of psychological climate and work engagement
Kataria, A., Garg, P., & Rastogi, R. (2019) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-02-2018-0057 · Cited by 33
Revisiting the Concepts of Vertical and Horizontal Fit in HRM: What We Know, What We Don’t Know, and Where We Might Go
Kehoe, R. R. (2019) · Academy of Management Perspectives · doi:10.5465/amp.2019.0070 · Cited by 33
“Bowen and Ostroff (2004) highlighted an important distinction between HRM content and process.”
Background
Teacher perceptions of a new performance evaluation system and their influence on practice: A within- and between-school level analysis
Finster, M., & Milanowski, A. T. (2018) · doi:10.14507/epaa.26.3500 · Cited by 33
“Based on the management literature (e.g., Bowen & Ostroff, 2004; Dickson, Resick, & Hanges, 2006; Lindell & Brandt, 2000), we further argue that PESs can help create this shared conception.”
BackgroundMethod
Quality of working life and engagement in hostels
Wahlberg, T. A., Ramalho, N., & Brochado, A. (2017) · Tourism Review · doi:10.1108/tr-03-2017-0050 · Cited by 33
Factors perpetuating the research-teaching gap in management: A review and propositions
Burke‐Smalley, L. A., Rau, B. L., Neely, A. R., & Evans, W. R. (2017) · The International Journal of Management Education · doi:10.1016/j.ijme.2017.08.004 · Cited by 35
Employees' satisfaction with HRM in Chinese privately-owned enterprises
Shen, J. (2010) · Asia Pacific Business Review · doi:10.1080/13602380902846659 · Cited by 33
“HRM research shows that HRM with differentiated characteristics, e.g. high-involvement HRM, high-performance HRM, family-friendly HRM, affect differently employees’ attitudes and behabiour (Bowen and Ostroff 2004, Nishii et al. 2008, Pare and Tremblay 2007).”
The Influence of Human Resource Practices and Collective Affective Organizational Commitment on Aggregate Voluntary Turnover
Gardner, T. M., Moynihan, L., & Wright, P. M. (2007) · doi:10.2139/ssrn.1089190 · Cited by 33
Do HR systems and relational climates affect knowledge hiding? An experiment and two-source multi-level study
Batistič, S., & Poell, R. F. (2022) · Journal of Business Research · doi:10.1016/j.jbusres.2022.04.016 · Cited by 40
“HR systems as a contextual variable can influence or change employees’ behaviors (Jackson, Schuler, & Rivero, 1989) as a configuration or bundle of stimuli in place (e.g., Batistič et al., 2016; Bowen & Ostroff, 2004; Johns, 2006).”
Background
The adoption of high performance work systems in foreign subsidiaries
Foley, S., Ngo, H., & Loi, R. C. H. (2010) · Journal of World Business · doi:10.1016/j.jwb.2010.10.025 · Cited by 37
“Both SHRM orientation and HPWS can be viewed as critical for achieving the organization’s goals, contributing to organizational performance (Bowen & Ostroff, 2004; Green, Wu, Whitten, & Medlin, 2006), and leveraging a firm’s HR as a source of competitive advantage (Wright & Gardner, 2003).”
BackgroundInfluential
The dynamic capability view in exploring the relationship between high-performance work systems and innovation performance
Mehralian, G., Sheikhi, S., Zatzick, C. D., & Babapour, J. (2022) · International journal of human resources management · doi:10.1080/09585192.2022.2138494 · Cited by 32
The road taken and the path forward for HR devolution research: An evolutionary review
Kurdi‐Nakra, H., Kou, X., & Pak, J. (2021) · Human Resource Management · doi:10.1002/hrm.22091 · Cited by 41
Small firms, owner managers and (strategic?) human resource management
Atkinson, C., Lupton, B., Kynighou, A., & Antcliff, V. (2021) · Human Resource Management Journal · doi:10.1111/1748-8583.12406 · Cited by 32
Motivational factors of pro-environmental behaviors among information technology professionals
Ojo, A. O. (2021) · Review of Managerial Science · doi:10.1007/s11846-021-00497-2 · Cited by 37
Ethical behavior in leadership: a bibliometric review of the last three decades
Gamarra, P. G., & Girotto, M. (2021) · Ethics & Behavior · doi:10.1080/10508422.2020.1863799 · Cited by 42
High-performance work systems and job performance: the mediating role of social identity, social climate and empowerment in Chinese banks
Bartram, T., Cooper, B., Cooke, F., & Wang, J. (2020) · Personnel Review · doi:10.1108/pr-08-2019-0425 · Cited by 32
Does job embeddedness predict turnover intentions in SMEs?
Coetzer, A., Inma, C., Poisat, P., Redmond, J., & Standing, C. (2019) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-03-2018-0108 · Cited by 88
“mutually reinforcing conditions that shape employee attitudes and behaviours (Bowen and Ostroff, 2004).”
Background
Perspectives on the Organizational Context of Frontlines: A Commentary
Schneider, B., & Bowen, D. E. (2018) · Journal of Service Research · doi:10.1177/1094670518816160 · Cited by 36
Self-citation
Expanding the methodological toolbox of HRM researchers: The added value of latent bathtub models and optimal matching analysis
van der Laken, P. A., Bakk, Z., Giagkoulas, V., van Leeuwen, L., & Bongenaar, E. (2017) · Human Resource Management · doi:10.1002/hrm.21847 · Cited by 34
“…commonly occur at either an organizational, functional, departmental, or group level, whereas the behaviors and cognitions they seek to influence are located at the level of the individual employee (Bowen & Ostroff, 2004; Snape & Redman, 2010; Wright & Boswell, 2002; Wright & Nishii, 2007).”
Background
A Survey Study into Participation in Goal Setting, Fairness, and Goal Commitment: Effects of Including Multiple Types of Fairness
Groen, B. A. C. (2018) · Journal of Management Accounting Research · doi:10.2308/jmar-52072 · Cited by 41
High potential programs and employee outcomes
Malik, A. R., Singh, P., & Chan, C. (2017) · Career Development International · doi:10.1108/cdi-06-2017-0095 · Cited by 37
“Furthermore, research also demonstrates that the meanings employees assign to HR programs play an important role in affecting employee outcomes (Bowen & Ostroff, 2004; Nishii, Lepak, & Schneider, 2008; Nishii & Wright, 2007; Sanders & Yang, 2016).”
Background
A Critical Review of Organizational Culture on Employee Performance
Narayana, A. (2017) · doi:10.11648/j.ajetm.20170205.13 · Cited by 32
Facilitating Radical Front‐End Innovation Through Targeted HRM Practices: A Case Study of Pharmaceutical and Biotech Companies
Aagaard, A. (2017) · Journal of Product Innovation Management · doi:10.1111/jpim.12387 · Cited by 34
“innovation in practice and HR practices influence one another (Aagaard and Andersen, 2015; Bowen and Ostroff, 2004).”
Background
Doctor-patient relationships (DPR) in China
Ma, S., Xu, X., Trigo, V., & Ramalho, N. C. (2017) · Journal of Health Organization and Management · doi:10.1108/jhom-09-2016-0165 · Cited by 64
Who should be the respondent? Comparing predictive powers between managers' and employees' responses in measuring high-performance work systems practices
Choi, J.-H. (2014) · doi:10.1080/09585192.2014.890121 · Cited by 32
Who is attracted to an organisation using a forced distribution performance management system?
Blume, B. D., Rubin, R. S., & Baldwin, T. T. (2013) · Human Resource Management Journal · doi:10.1111/1748-8583.12016 · Cited by 45
“HRM systems are among the most salient aspect of an organisation’s environment (Wayne and Casper, 2012), and the performance management subsystem is of particular importance (Lawler, 1973; Bowen and Ostroff, 2004).”
Background
A contextual, flexibility‐based model of the HR‐firm performance relationship
Tracey, J. (2012) · Management Decision · doi:10.1108/00251741211227609 · Cited by 32
Unlocking the black box: exploring the link between high-performance work systems and performance
Messersmith, J. G. (2012) · Human Resource Management International Digest · doi:10.1108/hrmid.2012.04420caa.007 · Cited by 60
“results are consistent with Bowen and Ostroff’s (2004) intermedi-”
Result
Human Resource Practices and Organisational Performance: Can the HRM-Performance Linkage be Explained by the Cooperative Behaviours of Employees?
Lambooij, M., Sanders, K., Koster, F., & Zwiers, M. (2006) · management revue · doi:10.5771/0935-9915-2006-3-223 · Cited by 37
“Some studies therefore argue that we need to take both the employers’ and employees’ perceptions of the situation into account in order to better understand the HRM-performance relationship (see: Bowen & Ostroff, 2004; Tsui & Wang, 2002).”
BackgroundInfluential
Disability status, individual variable pay, and pay satisfaction: Does relational and institutional trust make a difference?
Shantz, A. D., Wang, J., & Malik, A. R. (2017) · Human Resource Management · doi:10.1002/hrm.21845 · Cited by 44
“Finally, the (in)effectiveness of formal policy is also of great interest to HRM scholarship, as theoretical models imply that the benevolent intentions underpinning some policies translate into positive outcomes (e.g., Bowen & Ostroff, 2004; Guest, 1987), which may not always be the case.”
Background
Assessing human resource practices alignment: A case study
Heneman, H. G., & Milanowski, A. T. (2011) · doi:10.1002/hrm.20405 · Cited by 32
“For vertical alignment, a major refinement has been to provide a behavioral explanation for how HR practices can have strategic impacts (Bowen & Ostroff, 2004; Wright & McMahan, 1992).”
Background
A Meta‐Analysis of Employee HR Attributions and Their Relationships With Employee‐Perceived High‐Performance Work Systems and Employee Outcomes
Hu, D., Oh, I., & Agolli, A. (2025) · Human Resource Management · doi:10.1002/hrm.22309 · Cited by 38
Creating an age-inclusive workplace: The impact of HR practices on employee work engagement
Fan, P., Song, Y., Fang, M., & Chen, X. (2023) · Journal of Management & Organization · doi:10.1017/jmo.2023.18 · Cited by 32
“…HR practices can serve as a symbol of organizations ’ willingness to assist group members and to establish an organizational climate that collectively shapes employee attitudes at the organizational level (Bowen & Ostroff, 2004; Den Hartog, Boselie, & Paauwe, 2004; Polat, Bal, & Jansen, 2017).”
Background
The two faces of HPWS in employee perceptions and organizational performance
Park, J., Ok, C., & Ryu, S. (2023) · Asia Pacific Management Review · doi:10.1016/j.apmrv.2023.03.001 · Cited by 31
The Effect of Access to Training and Development Opportunities, on Rates of Work Engagement, Within the U.S. Federal Workforce
Hassett, M. P. (2022) · Public Personnel Management · doi:10.1177/00910260221098189 · Cited by 46
“How employees perceive their job duties and work environment can affect their attitudes and behavior, which has implications at both the individual and organizational levels (Borst, 2018; Bowen & Ostroff, 2004; Jin et al., 2019).”
Background
Diversity initiatives in the US workplace: A brief history, their intended and unintended consequences
Portocarrero, S., & Carter, J. T. (2022) · Sociology Compass · doi:10.1111/soc4.13001 · Cited by 73
“Although often ambiguous and undifferentiated, diversity initiatives provide stakeholders with at least some information about the values and priorities in an organization (Bowen & Ostroff, 2004 ).”
Background
High-performance work practices and labour productivity: a six wave longitudinal study of UK manufacturing and service SMEs
Sheehan, M., & Garavan, T. N. (2021) · The International Journal of Human Resource Management · doi:10.1080/09585192.2021.2005658 · Cited by 38
“8 Third, we did not examine the potentially critical role of HPWPs’ implementation and its effectiveness (Guest & Bos-Nehles, 2013) nor did we measure the ‘strength’ of HPWPs, especially from the perspective of employees (Bowen & Ostroff, 2004).”
Background
The role of HR attributions in the HRM – Outcome relationship: Introduction to the special issue
Sanders, K., Guest, D., & Rodrigues, R. (2021) · Human Resource Management Journal · doi:10.1111/1748-8583.12358 · Cited by 31
Activating job crafting in public services: the roles of discretionary human resource practices and employee use of normative public values
Luu, T. T. (2020) · Public Management Review · doi:10.1080/14719037.2020.1730942 · Cited by 45
“…finding is consistent with Chuang, Jackson, and Jiang (2016) substitutive effects of HRM systems and leadership, we should acknowledge that other types of HR practices and leadership may interact in different ways, for instance in a synergistic rather than substitutive way (Bowen and Ostroff 2004).”
Result
HRM systems and employee affective commitment: the role of employee gender
Shin, D., Garmendia, A., Ali, M., Konrad, A., & Madinabeitia-Olabarria, D. (2020) · Gender in Management · doi:10.1108/gm-04-2019-0053 · Cited by 31
Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect
Clarke, N., Alshenalfi, N., & Garavan, T. (2019) · Human Resource Management · doi:10.1002/hrm.21967 · Cited by 31
Employee-experienced High-performance Work Systems in Facilitating Employee Helping and Voice: The Role of Employees’ Proximal Perceptions and Trust in the Supervisor
Wang, C., Baba, V. V., Hackett, R. D., & Hong, Y. (2019) · Human Performance · doi:10.1080/08959285.2019.1587765 · Cited by 29
“As the most proximal agent of the organization for employees, supervisors typically have the primary responsibility for implementing HPWS, converting the organization’s intended HRM policies into the actual practices that employees experience (Bowen & Ostroff, 2004; Purcell & Hutchinson, 2007).”
Background
High-performance work systems, dual stressors and ‘new generation’ employee in China
Huang, Y., Fan, D., Su, Y., & Fei, W. (2018) · Asia Pacific Business Review · doi:10.1080/13602381.2018.1451127 · Cited by 31
“Moreover, HPWS foster employee understanding of the behavioural norms and standards within the organization and build a clear and transparent system of rewards and punishments (Bowen and Ostroff 2004; Jiang et al. 2012).”
Background
Advancing human resource management scholarship through multilevel modeling
Shen, J., Messersmith, J., & Jiang, K.-F. (2018) · The International Journal of Human Resource Management · doi:10.1080/09585192.2017.1331622 · Cited by 31
“This is certainly the case in HRM research, where an increased emphasis on strategic HRM (i.e. Bowen & Ostroff, 2004; Guest, 2011) has led to a heightened need to understand the complex nature of the multilevel effects of HRM systems.”
Background
Transforming cross-cultural conflict into collaboration
Chen, Y., Chao, M. C., Xie, H. Y., & Tjosvold, D. (2017) · Cross Cultural & Strategic Management · doi:10.1108/ccsm-10-2016-0187 · Cited by 35
High-performance work systems, partnership and the working lives of HR professionals.
Glover, L., & Butler, P. (2012) · doi:10.1111/j.1748-8583.2010.00156.x · Cited by 31
Impact of the 2007–09 global economic crisis on human resource management among Chinese export-oriented enterprises
Shen, J., & D’Netto, B. (2012) · doi:10.1080/13602381.2011.601163 · Cited by 31
“Bowen and Ostroff (2004) have argued that an HRM system that is not regarded as having been put in place for the purpose of taking care of employees has a negative impact on their attitudes, behaviour and performance.”
Background
Safety culture as a contemporary healthcare construct: theoretical review, research assessment, and translation to human resource management
Palmieri, P. A., Peterson, L. T., Pesta, B. J., Flit, M. A., & Saettone, D. M. (2010) · Advances in health care management · doi:10.1108/s1474-8231(2010)0000009009 · Cited by 34
The moderate success of quality of care improvement efforts: three observations on the situation.
Katz-Navon, T., Naveh, E., & Stern, Z. (2007) · International Journal for Quality in Health Care · doi:10.1093/intqhc/mzl058 · Cited by 31
“Employees rely on cues from their surrounding work environments to help them interpret events, develop attitudes, and understand expectations concerning their behavior and its consequences [22].”
Background
Conducting Case Studies
Nishii, L., & Bruyere, S. (2016) · doi:10.7591/cornell/9781501700583.003.0006 · Cited by 31
Human resource management system strength in times of crisis
Sanders, K., Nguyen, P. T., Bouckenooghe, D., Rafferty, A. E., Schwarz, G. M., Elias, A., jorgensen, F., Amarakoon, U., Babar, S., Bednall, T. C., et al. (2023) · Journal of Business Research · doi:10.1016/j.jbusres.2023.114365 · Cited by 43
CEO entrepreneurial orientation, human resource management systems, and employee innovative behavior: An attention‐based view
Liu, Y., Xi, M., & Wales, W. J. (2023) · Strategic Entrepreneurship Journal · doi:10.1002/sej.1488 · Cited by 34
The effects of transformational leadership and HRM practices on employee outcomes and productivity in the Greek hospitality industry during COVID-19
Kloutsiniotis, P. V., Mihail, D. M., & Gounioti, S. (2022) · Employee Relations: The International Journal · doi:10.1108/er-08-2021-0360 · Cited by 30
Organisational development programmes and employees’ career development: the moderating role of gender
Pinnington, A. H., Aldabbas, H., Mirshahi, F., & Pirie, T. (2022) · Journal of Workplace Learning · doi:10.1108/jwl-08-2021-0103 · Cited by 47
Environmentally specific transformational leadership and green product development performance: the role of a green HRM system
Yan, J.-Q., & Hu, W.-A. (2021) · International journal of manpower · doi:10.1108/ijm-05-2020-0223 · Cited by 30
HRM system strength and employee well‐being: the role of internal process and open systems
Heffernan, M. E., Cafferkey, K., Harney, B., Townsend, K., & Dundon, T. (2021) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12302 · Cited by 30
Making sense of (mis)matched frames of reference: A dynamic cognitive theory of (in)stability in HR practices
Budd, J. W., Pohler, D. M., & Huang, W. (2021) · Industrial Relations A Journal of Economy and Society · doi:10.1111/irel.12275 · Cited by 53
HRM and innovation: the mediating role of market-sensing capability and the moderating role of national power distance
Lin, C., Sanders, K., Sun, J.-M., Shipton, H., & Mooi, E. (2020) · The International Journal of Human Resource Management · doi:10.1080/09585192.2018.1474938 · Cited by 30
“Because HRM practices are activities associated with the management of work and people (Boxall and Purcell, 2011) and are the primary means through which an organization communicates to employees (Guzzo and Noonan, 1994; Bowen and Ostroff, 2004), employee orientation is primarily manifested through HRM practices.”
Background
High‐performance work systems with internal and external contingencies: The moderating roles of organizational slack and industry instability
Kim, K., Ok, C., Kang, S.-C., Bae, J., & Kwon, K. (2020) · Human Resource Management · doi:10.1002/hrm.22030 · Cited by 30
Can managing employee diversity be a pathway to creativity for tour companies?
Tuấn, L. T. (2019) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-12-2018-0990 · Cited by 38
Exploring the Curvature of the Relationship Between HRM–CSR and Corporate Financial Performance
Meier, O., Naccache, P., & Schier, G. (2019) · Journal of Business Ethics · doi:10.1007/s10551-019-04332-3 · Cited by 30
Strategic human resource management and inertia in the corporate entrepreneurship of a multinational enterprise
Amberg, J. J., & Mcgaughey, S. L. (2019) · The International Journal of Human Resource Management · doi:10.1080/09585192.2016.1192051 · Cited by 30
“…been criticised for focussing too narrowly on the perceptions of formal HRM practices held by HRM departments’ personnel and top management (Bowen and Ostroff 2004) and single-respondent, cross-sectional survey designs (Wright et al. 2001), rather than on how workers and subsidiary or…”
Background
Human Resource Management Practices and Organizational Commitment: Research Methods, Issues, and Future Directions
Masud, H., Daud, W., Zainol, F. A., Rashid, N., & Afthanorhan, A. (2018) · International Journal of Academic Research in Business and Social Sciences · doi:10.6007/ijarbss/v8-i11/5159 · Cited by 30
“Connecting this with the viewpoint of HRM scholars, when HRM practices are operationalized at macro-level, their output can be observed the organizational level in the form of favorable work outcomes only if individuals also face the effects of these HRM practices (at the micro level) (Bowen and Ostroff, 2004).”
Method
Strategic HR system differentiation between jobs: The effects on firm performance and employee outcomes
Schmidt, J. A., Pohler, D. M., & Willness, C. R. (2017) · Human Resource Management · doi:10.1002/hrm.21836 · Cited by 56
Enhancing the trustworthiness and credibility of human resource development: Evidence‐based management to the rescue?
Gubbins, C., Harney, B., van der Werff, L., & Rousseau, D. M. (2018) · Human Resource Development Quarterly · doi:10.1002/hrdq.21313 · Cited by 43
It’s more complicated than we think: The implications of social capital on innovation
Wang, S., Guidice, R. M., Zhou, Y., & Wang, Z. (2016) · Asia Pacific Journal of Management · doi:10.1007/s10490-016-9491-y · Cited by 27
Transformative HR practices and employee task performance in high-tech firms
Bodla, A. A., & Tang, N. (2017) · Journal of Organizational Change Management · doi:10.1108/jocm-02-2016-0030 · Cited by 31
High performance work systems and organizational service performance: The roles of different organizational climates
Lin, Y., & Liu, N. (2016) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2016.04.005 · Cited by 34
Managing an aging workforce: what is the value of human resource management practices for different age groups of workers?
Pinto, A. M., Ramos, S. C. D. S., & Nunes, S. (2014) · Tékhne · doi:10.1016/j.tekhne.2015.01.007 · Cited by 30
“Moreover, their nfluence on the attributes of workers will lead to the chievement of the desired outcomes at the organizational evel, particularly in terms of productivity, financial perormance, competitive advantage and innovative behavior Bowen & Ostroff, 2004).”
Background
Organizational Climate on Employees' Work Passion: A Review
Permarupan, P., Al-Mamun, A., Saufi, R. B. A., & Zainol, N. (2013) · doi:10.3968/j.css.1923669720130904.2612 · Cited by 30
“…a shared perception of what the organization is like in terms of practices, policies, procedures, routines, and rewards- what is important and what behaviors are expected and rewarded- and is based on shared perceptions among employees within formal organizational units (Bowen & Ostroff, 2004) .””
Background
Adoption of Employee Involvement Practices: Organizational Change Issues and Insights
Benson, G., Kimmel, M., & Lawler, E. (2013) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0897-3016(2013)0000021011 · Cited by 30
“They argue that distinct, coherent practices create a strong HR climate, mitigating individual differences in perceptions of specific practices and giving priority to the shared climate in shaping employee behavior (Bowen & Ostroff, 2004).”
BackgroundInfluential
Does Effective Leadership Style Drive Financial Performance of Banks? Analysis in the Context of UAE Banking Sector
Cherian, J. P., & Farouq, S. (2013) · International Journal of Economics and Finance · doi:10.5539/ijef.v5n7p105 · Cited by 17
“SHRM can make HRM practices as specialized line functions (Bowen & Ostroff 2004; Ulrich 1998).”
Greening Human Resources
Rangarajan, N., & Rahm, D. (2011) · Review of Public Personnel Administration · doi:10.1177/0734371x11408706 · Cited by 30
“Similarly, there is a significant body of research that explores the link between strong HR practices and strong private firm performance (Becker & Huselid, 1998; Bowen & Ostroff, 2004).”
Background
Trust and the Role of the Psychological Contract in Contemporary Employment Relations
Guest, D. (2016) · Industrial relations & conflict management · doi:10.1007/978-3-319-31475-4_8 · Cited by 30
Frontline health care workers and perceived career mobility: do high-performance work practices make a difference?
Dill, J. S., Morgan, J., & Weiner, B. (2014) · Health Care Management Review · doi:10.1097/hmr.0b013e31829fcbfd · Cited by 30
“Consequently, we expect that supervisors and managers may influence the way that HPWPs are perceived by employees (Bowen & Ostroff, 2004).”
Background
Providing Digital Technology Training as a Way to Retain Older Workers: The Importance of Perceived Usefulness and Growth Need
Xie, H., Fang, Y.-R., Wang, M., Liu, J., & Lv, A.-Q. (2023) · Work, Aging and Retirement · doi:10.1093/workar/waad004 · Cited by 31
A multi-actor perspective on the effectiveness of human resource management implementation: an empirical analysis based on the ability-motivation-opportunity framework
Salvador-Gómez, A., Bou-Llusar, J., & Beltrán‐Martín, I. (2023) · International journal of human resources management · doi:10.1080/09585192.2022.2163855 · Cited by 29
“…attempt to disentangle these processes, a stream of the HRM literature has focused on how HR practices are adopted, under the premise that if they are not properly implemented, they may have minimal impact on performance, regardless of how well designed they are (Bowen & Ostroff, 2004; Chow, 2012).”
Background
The joint impact of servant leadership and team-based HRM practices on team expediency: the mediating role of team reflexivity
Ren, S., Wang, Z., & Collins, N. T. (2021) · Personnel Review · doi:10.1108/pr-07-2020-0506 · Cited by 38
Strength of HRM systems and perceived organizational support as determinants of employment relationships: The perspective of HR managers and workers’ representatives
Díaz-Fernández, M., López-Cabrales, Á., & Valle-Cabrera, R. (2020) · Business Research Quarterly · doi:10.1177/2340944420977506 · Cited by 29
“Following Bowen and Ostroff (2004) and Ostroff and Bowen (2016), HRM system strength is defined by its distinctiveness, consistency and consensus, variables that positively affect a psychological and organizational climate that produces individual and firm performance.”
BackgroundMethodInfluential
When do low-initiative employees feel responsible for change and speak up to managers?
Starzyk, A., & Sonnentag, S. (2019) · Journal of Vocational Behavior · doi:10.1016/j.jvb.2019.103342 · Cited by 37
Promoting knowledge sharing in Tunisian KIFs through HRM Practices. The mediating role of human capital and learning climate
Ouerdian, E. G. B., Mansour, N., Al-Zahrani, A., & Chaari, A. (2017) · The International Journal of Human Resource Management · doi:10.1080/09585192.2017.1322117 · Cited by 36
Mediator Analysis of Job Satisfaction: Relationship between Servant Leadership and Employee Engagement
Kaur, P. (2018) · Metamorphosis · doi:10.1177/0972622518804025 · Cited by 35
Customer service-focused HRM systems and firm performance: evidence from the service industry in Taiwan
Chao, M., & Shih, C.-T. (2018) · The International Journal of Human Resource Management · doi:10.1080/09585192.2016.1256904 · Cited by 29
“This concept, called horizontal or internal fit, contrasts with how an HRM system interplays with an organization’s competitive strategy to influence organizational performance (e.g. Bowen & Ostroff, 2004), which is called vertical or external fit.”
Background
Voice Climate, TMX, and Task Interdependence: A Team-Level Study
Duan, J., Xu, Y. Q., & Frazier, M. L. (2018) · Small Group Research · doi:10.1177/1046496418805855 · Cited by 30
Reducing environmental uncertainty: How high performance work systems moderate the resource dependence-firm performance relationship
Bendickson, J., Gur, F. A., & Taylor, E. C. (2018) · doi:10.1002/cjas.1412 · Cited by 29
The development of strategic HRM: reflections on a 30-year journey
Boxall, P. (2018) · Labour & Industry a journal of the social and economic relations of work · doi:10.1080/10301763.2018.1427423 · Cited by 29
“This is the key emphasis in the process approach that has gained momentum since influential papers by Purcell (1999) and Bowen and Ostroff (2004).”
Background
Extrinsic work values and feedback: Contrary effects for performance and well-being
Merriman, K. K. (2016) · Human Relations · doi:10.1177/0018726716655391 · Cited by 33
“At the same time, performance management practices are often treated uniformly in application and expected results without sufficient attention to employee differences (Bowen and Ostroff, 2004; Nishii et al., 2008).”
Background
Strategic HRM and devolving HR to the line: Cochlear during the shift to lean manufacturing
Gollan, P. J., Kalfa, S., & Xu, Y. (2014) · Asia Pacific Journal of Human Resources · doi:10.1111/1744-7941.12055 · Cited by 29
Knowledge Management for Business Processes: Employees' Recruitment and Human Resources' Selection: A Combined Literature Review and a Case Study
Chalikias, M., Kyriakopoulos, G. L., Skordoulis, M., & Koniordos, M. (2014) · Joint Conference on Knowledge-Based Software Engineering · doi:10.1007/978-3-319-11854-3_44 · Cited by 29
Challenges, issues and change: what's the future for UK policing in the twenty‐first century?
Barton, L., & Barton, H. (2011) · doi:10.1108/09513551111109044 · Cited by 29
Exploring standardisation and knowledge networking processes in transnational human resource management.
Dickmann, M., Muller-Camen, M., & Kelliher, C. (2008) · doi:10.1108/00483480910920688 · Cited by 29
“A number of observers have noted the tendency for HR research to be focused either at the macro or micro level and have called for multi-level research to be conducted (Bowen and Ostroff, 2004; Wright and Boswell, 2002).”
Background
Exploring the influence of paternalistic leadership on voice behavior
Jia, J., Zhou, S., Zhang, L., & Jiang, X. (2020) · Employee Relations · doi:10.1108/er-06-2019-0263 · Cited by 41
Evaluating the link between human resource management decisions and patient satisfaction with quality of care
Oppel, E., Winter, V., & Schreyögg, J. (2017) · Health Care Management Review · doi:10.1097/hmr.0000000000000087 · Cited by 29
A taxonomic foundation for evidence-based research on employee performance management
Posthuma, R. A., Charles Campion, M., & Campion, M. A. (2018) · European Journal of Work and Organizational Psychology · doi:10.1080/1359432x.2018.1438411 · Cited by 28
“For example, a strong organizational culture will significantly influence employee behaviours (Bowen & Ostroff, 2004).”
BackgroundInfluential
Driving intrapreneurial behavior through high-performance work systems
Portalanza-Chavarría, A., & Revuelto-Taboada, L. (2023) · The International Entrepreneurship and Management Journal · doi:10.1007/s11365-023-00848-3 · Cited by 28
“Based on this process perspective, Bowen and Ostroff (2004) introduced the construct of Human Resource Management System Strength (HRMS).”
BackgroundMethod
Work-from-home adjustment in the US and Europe: the role of psychological climate for face time and perceived availability expectations
Afota, M., Savard, Y. P., Ollier‐Malaterre, A., & Leon, E. A. (2022) · The International Journal of Human Resource Management · doi:10.1080/09585192.2022.2090269 · Cited by 42
“Because HR practices contribute to shaping climate perceptions (Bowen & Ostroff, 2004), practitioners can fruitfully leverage these findings to design sustainable WFH programs.”
Background
Progressive or pressuring? The signaling effects of egg freezing coverage and other work-life policies.
Flynn, E., & Leslie, L. M. (2022) · Journal of Applied Psychology · doi:10.1037/apl0001023 · Cited by 28
“Novel and costly policies are often viewed as particularly strong signals of underlying characteristics (Bowen & Ostroff, 2004; Connelly et al., 2011), which further suggests egg freezing coverage may evoke positive attitudes because employees interpret the policy as a strong signal of…”
Background

Authors: Bowen, D. E., & Ostroff, C.
Affiliations: Thunderbird, The American Graduate School of International Management
Columbia University (US)
ORCID: Bowen, David E.
Ostroff, Cheri
Venue: Academy of Management Review
Publisher: Academy of Management
Published: 2004-04
Volume: 29
Issue: 2
Pages: 203-221
ISSN: 0363-7425 (ISSN-L)
1930-3807
DOI: 10.5465/amr.2004.12736076
OpenAlex: W2079667200
Cited by: 2,996
References: 0
Citations by year: 2026: 127 · 2025: 105 · 2024: 153 · 2023: 184 · 2022: 161 · 2021: 197 · 2020: 195 · 2019: 195 · 2018: 190 · 2017: 170 · 2016: 200 · 2015: 157 · 2014: 189 · 2013: 167 · 2012: 148
FWCI: 77.01
Type: journal article
Language: en
Open access: closed
Locations: Academy of Management Review (publishedVersion)
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Human Resource and Talent Management
Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Management
Social Sciences › Business, Management and Accounting › Strategy and Management › Management and Organizational Practices
Keywords: human resource management, firm performance, HRM system strength, organizational climate, employee characteristics, organizational effectiveness

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

Understanding HRM–Firm Performance Linkages: The Role of the “Strength” of the HRM System

Abstract

Overview

Integrity signals

Verification

Claims the paper makes

Citations

Cites

Cited by

Metadata

Record

About these checks