High-performance work systems and organizational performance across societal cultures

• 成果类型: Article
• 署名作者: Dastmalchian, Ali; Bacon, Nick; McNeil, Nicola; Steinke, Claudia; Blyton, Paul; Kumar, Medha Satish; Bayraktar, Secil; Auer-Rizzi, Werner; Bodla, Ali Ahmad; Cotton, Richard; Craig, Tim; Ertenu, Behice; Habibi, Mohammad; Huang, Heh Jason; Imer, Havva Pinar; Isa, Che Ruhana; Ismail, Ayman; Jiang, Yuan; Kabasakal, Hayat; Colombo, Carlotta Meo; Moghavvemi, Sedigheh; Mukherjee, Tuheena; Bin Musa, Ghazali; Sugai, Philip; Tang, Ningyu; Troung Thi Nam Thang; Varnali, Renin
• 署名单位: Simon Fraser University; City St Georges, University of London; La Trobe University; University of Lethbridge; Cardiff University; Johannes Kepler University Linz; Tongji University; University of Victoria; Bogazici University; National Sun Yat Sen University; Bahcesehir University; Universiti Malaya; Egyptian Knowledge Bank (EKB); American University Cairo; Shanghai Jiao Tong University; University of Pavia; Universiti Malaya; Universiti Malaya; Doshisha University; National Economics University - Vietnam
• 刊物名称: JOURNAL OF INTERNATIONAL BUSINESS STUDIES
• ISSN/ISSBN: 0047-2506
• DOI: 10.1057/s41267-019-00295-9
• 发表日期: 2020
• 页码: 353-388
• 关键词: high-performance work systems; societal culture; Cross-cultural management; organizational performance

摘要

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.