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High-performance work systems and organizational performance across societal cultures

Author

Listed:
  • Ali Dastmalchian

    (Simon Fraser University)

  • Nick Bacon

    (University of London)

  • Nicola McNeil

    (La Trobe University)

  • Claudia Steinke

    (University of Lethbridge)

  • Paul Blyton

    (Cardiff University)

  • Medha Satish Kumar

    (Simon Fraser University)

  • Secil Bayraktar

    (TBS Business School)

  • Werner Auer-Rizzi

    (Johannes Kepler University Linz)

  • Ali Ahmad Bodla

    (Tongji University)

  • Richard Cotton

    (University of Victoria)

  • Tim Craig

    (BlueSky Academic Services)

  • Behice Ertenu

    (Bogazici University)

  • Mohammad Habibi

    (Industrial Management Institute)

  • Heh Jason Huang

    (National Sun Yat-sen University)

  • Havva Pınar İmer

    (Bahçeşehir University)

  • Che Ruhana Isa

    (University of Malay)

  • Ayman Ismail

    (American University)

  • Yuan Jiang

    (Shanghai Jiao Tong University)

  • Hayat Kabasakal

    (Bogazici University)

  • Carlotta Meo Colombo

    (University of Pavia)

  • Sedigheh Moghavvemi

    (University of Malaya)

  • Tuheena Mukherjee

    (Indian Institute of Foreign Trade)

  • Ghazali Bin Musa

    (University of Malaya)

  • Philip Sugai

    (Doshisha University Graduate School of Global Studies)

  • Ningyu Tang

    (Shanghai Jiao Tong University)

  • Troung Thi Nam Thang

    (National Economic University)

  • Renin Varnali

    (Bogazici University)

Abstract

This paper assesses whether societal culture moderates the relationship between human resource management (HRM) practices and organizational performance. Drawing on matched employer–employee data from 387 organizations and 7187 employees in 14 countries, our findings show a positive relationship between HRM practices combined in High-Performance Work Systems (HPWS) and organizational performance across societal cultures. Three dimensions of societal culture assessed (power distance, in-group collectivism, and institutional collectivism) did not moderate this relationship. Drawing on the Ability–Motivation–Opportunity (AMO) model, we further consider the effectiveness of three bundles of HRM practices (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices). This analysis shows opportunity-enhancing practices (e.g., participative work design and decision-making) are less effective in high-power-distance cultures. Nevertheless, in markedly different countries we find combinations of complementary HPWS and bundles of AMO practices appear to outweigh the influence of societal culture and enhance organizational performance.

Suggested Citation

  • Ali Dastmalchian & Nick Bacon & Nicola McNeil & Claudia Steinke & Paul Blyton & Medha Satish Kumar & Secil Bayraktar & Werner Auer-Rizzi & Ali Ahmad Bodla & Richard Cotton & Tim Craig & Behice Ertenu , 2020. "High-performance work systems and organizational performance across societal cultures," Journal of International Business Studies, Palgrave Macmillan;Academy of International Business, vol. 51(3), pages 353-388, April.
  • Handle: RePEc:pal:jintbs:v:51:y:2020:i:3:d:10.1057_s41267-019-00295-9
    DOI: 10.1057/s41267-019-00295-9
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    3. Minbaeva, Dana & Muratbekova-Touron, Maral & Nayır, Dilek Zamantılı & Moreira, Solon, 2021. "Individual responses to competing institutional logics in emerging markets," International Business Review, Elsevier, vol. 30(4).
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