The adoption of high performance work systems in foreign subsidiaries

被引：18
|
作者：
Foley, Sharon [1 ]
Hang-yue Ngo [2 ]
Loi, Raymond [3 ]
机构：
[1] Tsinghua Univ, Sch Econ & Management, Beijing 100084, Peoples R China
[2] Chinese Univ Hong Kong, Dept Management, Shatin, Hong Kong, Peoples R China
[3] Univ Macau, Dept Management & Mkt, Taipa, Peoples R China
来源：
JOURNAL OF WORLD BUSINESS | 2012年 / 47卷 / 01期
关键词：
High performance work systems; Subsidiary performance; Strategic human resource management; Multinational corporations; Organizational climate; HUMAN-RESOURCE MANAGEMENT; FIRM PERFORMANCE; ORGANIZATIONAL PERFORMANCE; MULTINATIONAL-CORPORATIONS; IMPACT; STRATEGY; CLIMATE; MNCS; HRM; FIT;
D O I：
10.1016/j.jwb.2010.10.025
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This study examines the determinants and outcomes of the adoption of high performance work systems (HPWS) in foreign subsidiaries of multinational corporations (MNCs). Region-of-origin of MNCs, headquarters (HQ) influence, and strategic human resource management (SHRM) orientation are expected to determine subsidiaries' use of HPWS, which affects firm performance via organizational climate. We found that HQ influence, SHRM orientation, and HPWS adoption varied among foreign subsidiaries originating in different regions. HQ influence and SHRM orientation were positively related to the adoption of HPWS. HPWS had a positive effect on subsidiaries' performance, and this positive effect was partially mediated by organizational climate. (C) 2010 Elsevier Inc. All rights reserved.
引用
收藏
页码：106 / 113
页数：8
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