High-performance work systems and organizational performance across societal cultures

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 (), Mohammad Habibi (), Heh Jason Huang (), Havva Pınar İmer (), Che Ruhana Isa (), Ayman Ismail (), Yuan Jiang (), Hayat Kabasakal (), Carlotta Meo Colombo (), Sedigheh Moghavvemi (), Tuheena Mukherjee (), Ghazali Bin Musa (), Philip Sugai (), Ningyu Tang (), Troung Thi Nam Thang () and Renin Varnali ()
Additional contact information
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

Journal of International Business Studies, 2020, vol. 51, issue 3, No 4, 353-388

Abstract: 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.

Keywords: high-performance work systems; societal culture; cross-cultural management; organizational performance (search for similar items in EconPapers)
Date: 2020
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (5)

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DOI: 10.1057/s41267-019-00295-9

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