High performance work systems and organizational effectiveness: The mediating role of social capital

被引：114

作者：

Jiang, Jane Yan ^{[1
]}

Liu, Chi-Wei ^{[2
]}

机构：

[1] Nanjing Univ, Sch Management, Nanjing, Jiangsu, Peoples R China

[2] Hung Kuang Univ, Sch Management, Dept Hospitality Management, Taichung, Taiwan

来源：

HUMAN RESOURCE MANAGEMENT REVIEW | 2015年 / 25卷 / 01期

基金：

中国国家自然科学基金;

关键词：

HPWS; Social capital; Organizational effectiveness; HUMAN-RESOURCE MANAGEMENT; FIRM PERFORMANCE; MENTAL MODELS; MANUFACTURING PERFORMANCE; COMPETITIVE ADVANTAGE; ECONOMIC-ACTION; FUTURE-RESEARCH; KNOWLEDGE; NETWORKS; IMPACT;

D O I：

10.1016/j.hrmr.2014.09.001

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Most early work on high performance work systems (HPWSs) examines only the direct relationship between a set of management practices and performance outcomes and seldom investigates the "black box" between them. Although recent studies tried to examine the mechanism, the main perspective was to discuss individual outcomes, or simply aggregated individual outcomes. On top of the previous individual approach, this conceptual work takes a group level approach and investigates how the HPWS may change the organizational effectiveness through changing the organization's intra-organizational social capital. Implications and contributions are also discussed. (C) 2014 Elsevier Inc. All rights reserved.

引用

页码：126 / 137

页数：12

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