An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations.
The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organization's overall performance. On the basis of a sample of Japanese establishments, the results provide support for the existence of these mediating mechanisms through which high-performance work systems affect overall establishment performance.
Takeuchi
Riki
R
Department of Management of Organizations, School of Business and Management, Hong Kong University of Science & Technology, Kowloon, Hong Kong SAR. mnrikit@ust.hk
Lepak
David P
DP
Wang
Heli
H
Takeuchi
Kazuo
K
D001290:Attitude / Q000208:ethnology*; D036262:Empirical Research; D005260:Female; D006801:Humans; D007398:Interpersonal Relations; D007564:Japan; D008297:Male; D008875:Middle Aged; D017008:Negotiating; D015279:Organizational Culture; D012919:Social Behavior; D017132:Workplace / Q000523:psychology*