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Revisiting system theories in Strategic Human Resource Management - A set-theoretic analysis of high performing firms in the UK

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  • Johannes Meuer

    ()
    (Department of Business Administration, University of Zurich and Rotterdam School of Management, Erasmus University)

  • Henric van der Ent

    (Rotterdam School of Management, Erasmus University)

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    Abstract

    Prior research has produced ambiguous support for theories on the nature and construction of Human Resource Management (HRM) systems. This ambiguity may be a function of the inherent limitations of the methodologies used in previous studies. We resume efforts by using a configurational methodology to analyze high performing HRM systems of 374 UK based firms. We reveal the multi-dimensional nature of successful and unsuccessful HRM systems. By providing a typology for comparing the interdependencies among vital and peripheral functions, we are able to describe and explain competitive advantages that rest in the orchestrating themes and integrative mechanisms of HRM systems.

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    File URL: http://repec.business.uzh.ch/RePEc/iso/leadinghouse/0076_lhwpaper.pdf
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    Bibliographic Info

    Paper provided by University of Zurich, Institute for Strategy and Business Economics (ISU) in its series Economics of Education Working Paper Series with number 0076.

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    Length: 50 pages
    Date of creation: Mar 2012
    Date of revision:
    Handle: RePEc:iso:educat:0076

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    Related research

    Keywords: Strategic HRM; Organizational configurations; fsQCA;

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    1. Kalle Pajunen, 2008. "Institutions and inflows of foreign direct investment: a fuzzy-set analysis," Journal of International Business Studies, Palgrave Macmillan, vol. 39(4), pages 652-669, June.
    2. Kvist, Jon, 2007. "Fuzzy set ideal type analysis," Journal of Business Research, Elsevier, vol. 60(5), pages 474-481, May.
    3. Pennings, J.M., 1975. "The relevance of the structural contingency model for organizational effectiveness," Open Access publications from Tilburg University urn:nbn:nl:ui:12-383010, Tilburg University.
    4. Paul Osterman, 1994. "How common is workplace transformation and who adopts it?," Industrial and Labor Relations Review, ILR Review, Cornell University, ILR School, vol. 47(2), pages 173-188, January.
    5. Milgrom, Paul & Roberts, John, 1995. "Complementarities and fit strategy, structure, and organizational change in manufacturing," Journal of Accounting and Economics, Elsevier, vol. 19(2-3), pages 179-208, April.
    6. Ichniowski, Casey & Shaw, Kathryn & Prennushi, Giovanna, 1997. "The Effects of Human Resource Management Practices on Productivity: A Study of Steel Finishing Lines," American Economic Review, American Economic Association, vol. 87(3), pages 291-313, June.
    7. John MacDuffie, 1995. "Human resource bundles and manufacturing performance: Organizational logic and flexible production systems in the world auto industry," Industrial and Labor Relations Review, ILR Review, Cornell University, ILR School, vol. 48(2), pages 197-221, January.
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