Article2010

Using social exchange theory to predict the effects of high‐performance human resource practices on corporate entrepreneurship: Evidence from China

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Entrepreneurship Studies and Influences Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Abstract Using the foundation of social exchange theory, we examined underlying mechanisms linking the relationship of high‐performance human resource practices and corporate entrepreneurship (CE). Specifically, we explore why and under what conditions these two concepts are related. A multilevel analysis of data from biotechnology pharmaceutical enterprises in the People's Republic of China revealed that employees' perceived organizational support (POS) mediated the relationship between high‐performance human resource practices and CE. Further, organizational culture moderates the relationship between high‐performance human resource practices and employees' POS. The implications of these findings for both management theory and practice are discussed. © 2010 Wiley Periodicals, Inc.

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References

1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields 2004The iron cage revisited institutional isomorphism and collective rationality in organizational fields 1965Exchange and Power in Social Life.1960The Norm of Reciprocity: A Preliminary Statement 2005Social Exchange Theory: An Interdisciplinary Review 1983The Iron Caged Revisited : Institutional Isomorphism and Collective Rationality in Organizational Fields 2002Perceived organizational support: A review of the literature.1986Perceived organizational support.

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