HR Integration, HR Strategy, and HR Partnership - Comparing the "Strategic Partner" between the USA and Germany

Klaas Szierbowski-Seibel (), Marius Claus Wehner () and Rüdiger Kabst ()
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Klaas Szierbowski-Seibel: Paderborn University
Marius Claus Wehner: Heinrich-Heine-Universität Düsseldorf
Rüdiger Kabst: Paderborn University

No 47, Working Papers Dissertations from Paderborn University, Faculty of Business Administration and Economics

Abstract: Previous research in HRM has repeatedly advocated for a stronger involvement of the HR function in strategy formulation processes and better cooperation with line managers because both promise positive organizational outcomes and competitive advantages. However, empirical evidence of a positive influence of stronger strategic involvement is still limited, especially for the contextual influence of HR strategy and the institutional environment in organizational processes. This study examines whether stronger strategic HR integration in strategy formulation and sharing responsibilities is beneficial for organizations that are located in two diverse institutional environments. Using the responses of 849 German and US-based organizations from the Cranet survey in 2008/2009, the results show that early HR integration into business strategy formulation facilitates the existence of a formal HR strategy. In turn, a formal HR strategy enhances the positive outcomes of sharing responsibilities between the HR function and line management (i.e., HR partnership), whereas HR strategy and business strategy do not appear to be complements for decreasing turnover. Finally, we find differences in the existence of a formal HR strategy and the relationship between HR partnership and turnover among German and US-based organizations.

Keywords: HR partnership; strategic partner; HR strategy; HR integration; employee turnover; new institutionalism (keywords) (search for similar items in EconPapers)
Pages: 46 pages
Date: 2019-04
New Economics Papers: this item is included in nep-bec
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