Correlates and consequences of high involvement work practices: The role of competitive strategy

James P. Guthrie; Chester S. Spell; Robert Ochoki Nyamori

doi:10.1080/09585190110085071

Correlates and consequences of high involvement work practices: The role of competitive strategy

James P. Guthrie, Chester S. Spell, Robert Ochoki Nyamori

Research output: Contribution to journal › Article › peer-review

137 Citations (Scopus)

Abstract

Illustrative of world-wide trends, New Zealand has undergone drastic product and labour market reforms in an attempt to stimulate economic growth and national competitiveness. Towards this goal, firms have been urged to emphasize differentiation strategies in their approach to their markets and also to become more progressive in their management of human resources. This study finds that whereas more intensive use of high involvement work practices promotes firm effectiveness, this effect depends on the competitive strategy being pursued. The use of high involvement work practices is positively associated with performance in firms competing on the basis of differentiation and shows no relationship in firms pursuing a strategy of cost leadership.

Original language	English
Pages (from-to)	183-197
Number of pages	15
Journal	International Journal of Human Resource Management
Volume	13
Issue number	1
DOIs	https://doi.org/10.1080/09585190110085071
Publication status	Published - Feb 2002
Externally published	Yes

Keywords

Human resource management
Performance
Strategy

ASJC Scopus subject areas

Strategy and Management
Organizational Behavior and Human Resource Management
Management of Technology and Innovation

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10.1080/09585190110085071

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Correlates and consequences of high involvement work practices: The role of competitive strategy

Abstract

Keywords

ASJC Scopus subject areas

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