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Clint Chadwick · Study

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Clint Chadwick

22 works· latest 2023· 4 institutionscluster: provisionalORCID 0000-0001-6440-8548

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Citations3,117

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Most cited in this library

TO AGREE OR NOT TO AGREE: THE EFFECTS OF VALUE CONGRUENCE, INDIVIDUAL DEMOGRAPHIC DISSIMILARITY, AND CONFLICT ON WORKGROUP OUTCOMES1997 · 639 citations
Resource orchestration in practice: CEO emphasis on SHRM , commitment‐based HR systems, and firm performance2013 · 468 citations
Human Resources, Human Resource Management, and the Competitive Advantage of Firms: Toward a More Comprehensive Model of Causal Linkages2008 · 298 citations
Theoretic insights on the nature of performance synergies in human resource systems: Toward greater precision2009 · 197 citations
Effects of downsizing practices on the performance of hospitals2004 · 179 citations

Works

22 shown

Untangling human resource management and employee wellbeing relationships: Differentiating job resource HR practices from challenge demand HR practices

Human Resource Management Journal·2023·4 authors·Open access

78citations

How the human resource (HR) function adds strategic value: A relational perspective of the HR function

Human Resource Management·2023·3 authors·Open access

41citations

Sparking creativity using extrinsic rewards: A self‐determination theory perspective

Human Resource Management·2022·5 authors·Open access

43citations

Searching for Competitive Advantage in the HRM-Firm Performance Relationship

Academy of Management Perspectives·2020·2 authors

111citations

The influence of independent contractors on organizational effectiveness: A review

Human Resource Management Review·2019·5 authors

34citations

HR systems, HR departments, and perceived establishment labor productivity

Human Resource Management

·2018

·2 authors

45citations

Pipelines and Their Portfolios: A More Holistic View of Human Capital Heterogeneity Via Firm-Wide Employee Sourcing

Academy of Management Perspectives·2018·4 authors·Open access

44citations

Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital

Journal of Business Research·2017·4 authors

176citations

The HR executive effect on firm performance and survival

Strategic Management Journal·2016·3 authors

48citations

Team‐level high involvement work practices: investigating the role of knowledge sharing and perspective taking

Human Resource Management Journal·2016·4 authors

71citations

Toward a More Comprehensive Model of Firms’ Human Capital Rents

Academy of Management Review·2015·1 author·Open access

157citations

Resource orchestration in practice: CEO emphasis on SHRM , commitment‐based HR systems, and firm performance

Strategic Management Journal·2013·3 authors

468citations

The Effects of Part-Time Workers on Establishment Financial Performance

Journal of Management·2013·2 authors

34citations

What we will do versus what we can do: The relative effects of unit‐level NPD motivation and capability

Strategic Management Journal·2013·2 authors

58citations

Boundary Conditions of the High‐Investment Human Resource Systems‐Small‐Firm Labor Productivity Relationship

Personnel Psychology·2012·4 authors

162citations

Making Intangibles “Tangible” in Tests of Resource-Based Theory

Journal of Management·2011·4 authors

158citations

Theoretic insights on the nature of performance synergies in human resource systems: Toward greater precision

Human Resource Management Review·2009·1 author

197citations

Human Resources, Human Resource Management, and the Competitive Advantage of Firms: Toward a More Comprehensive Model of Causal Linkages

Organization Science·2008·2 authors

298citations

Examining Non-Linear Relationships between Human Resource Practices and Manufacturing Performance

Industrial and Labor Relations Review·2007·1 author·Open access

43citations

Effects of downsizing practices on the performance of hospitals

Strategic Management Journal·2004·3 authors

179citations

Perceptions and Misperceptions of Major Organizational Changes in Hospitals: Do Change Efforts Fail Because of Inconsistent Organizational Perceptions of Restructuring and Reengineering?

International Journal of Public Administration·2003·2 authors

33citations

TO AGREE OR NOT TO AGREE: THE EFFECTS OF VALUE CONGRUENCE, INDIVIDUAL DEMOGRAPHIC DISSIMILARITY, AND CONFLICT ON WORKGROUP OUTCOMES

International Journal of Conflict Management·1997·3 authors

639citations