Abstract
This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed.
| Original language | English |
|---|---|
| Pages (from-to) | 251-275 |
| Number of pages | 25 |
| Journal | Asia Pacific Business Review |
| Volume | 13 |
| Issue number | 2 |
| DOIs | |
| Publication status | Published - 2007 Apr 1 |
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All Science Journal Classification (ASJC) codes
- Business and International Management
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Toward a model of organizational human capital development : Preliminary evidence from Taiwan. / Hsu, I-Chieh; Lin, Carol Yeh Yun; Lawler, John; Wu, Se Hwa.
In: Asia Pacific Business Review, Vol. 13, No. 2, 01.04.2007, p. 251-275.Research output: Contribution to journal › Article
TY - JOUR
T1 - Toward a model of organizational human capital development
T2 - Preliminary evidence from Taiwan
AU - Hsu, I-Chieh
AU - Lin, Carol Yeh Yun
AU - Lawler, John
AU - Wu, Se Hwa
PY - 2007/4/1
Y1 - 2007/4/1
N2 - This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed.
AB - This article seeks to explore the black box mediating between human resource management practices and firm performance. It is hypothesized that high performance work systems develop organizational human capital, which in turn, positively affect firm performance. Two organizational antecedents are also hypothesized to lead to the implementation of high performance work systems. They are a top management value that sees human resources and human resource management practices as major sources of competitive advantage, and organizational strategy that seeks to differentiate by product or service innovation. These hypotheses were tested by analysing questionnaires from 62 human resource managers and 206 engineers in 77 information technology companies. Research findings suggest that organizational human capital (employee competencies and commitment) mediates the relationship between high performance work systems and firm performance. Top management human resource values and organizational strategy have a joint effect on the implementation of high performance work systems. This study is exploratory and findings are not conclusive. The implications and limitations of this study are discussed.
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UR - http://www.scopus.com/inward/citedby.url?scp=33947371275&partnerID=8YFLogxK
U2 - 10.1080/13602380701233547
DO - 10.1080/13602380701233547
M3 - Article
AN - SCOPUS:33947371275
VL - 13
SP - 251
EP - 275
JO - Asia Pacific Business Review
JF - Asia Pacific Business Review
SN - 1360-2381
IS - 2
ER -