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Methodological Issues in Cross‐Sectional and Panel Estimates of the Human Resource‐Firm Performance Link
12 references·16 citing·37 second hop
Methodological Issues in Cross‐Sectional and Panel Estimates of the Human Resource‐Firm Performance Link (1996)Methodological Issues in Cross‐Sectional …The Core Competence of the Corporation (2006)The Core Competence of the Co…Analysis of Panel Data (2003)Analysis of Panel DataThe Core Competence of the Corporation (1997)The Core Competence of the Co…THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)THE IMPACT OF HUMAN RESOURCE …Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry (1995)Human Resource Bundles and Ma…Complementarities and fit strategy, structure, and organizational change in manufacturing (1995)Complementarities and fit str…Competitive Advantage Through People (1994)Competitive Advantage Through…The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills (1992)The Link between Business Str…Competing on capabilities: the new rules of corporate strategy. (1992)Competing on capabilities: th…Managing Two Fits of Strategic Human Resource Management (1988)Managing Two Fits of Strategi…Errors in variables in panel data (1986)Errors in variables in panel …Specification Tests in Econometrics (1978)Specification Tests in Econom…What Drives Differences in Management Practices? (2019)What Drives Differences in Ma…Causality Between High-Performance Work Systems and Organizational Performance (2014)Causality Between High-Perfor…A High Performance Work Practices Taxonomy (2013)A High Performance Work Pract…The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance (2011)The effects of ethical leader…Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis (2006)Strategic HRM and Organizatio…Satisfaction with HR practices and commitment to the organisation: why one size does not fit all (2005)Satisfaction with HR practice…Measuring the impact of human resource management practices on hospitality firms’ performances (2005)Measuring the impact of human…HRM and performance: what next? (2005)HRM and performance: what nex…What’s Driving the New Economy?: The Benefits of Workplace Innovation (2004)What’s Driving the New Econom…Beyond Incentive Pay: Insiders' Estimates of the Value of Complementary Human Resource Management Practices (2003)Beyond Incentive Pay: Insider…Strategic human resource management effectiveness and firm performance (2001)Strategic human resource mana…Human resource management: when research confronts theory (2001)Human resource management: wh…Do "High-Performance" Work Practices Improve Establishment-Level Outcomes? (2001)Do "High-Performance" Work Pr…MEASUREMENT ERROR IN RESEARCH ON HUMAN RESOURCES and FIRM PERFORMANCE: HOW MUCH ERROR IS THERE AND HOW DOES IT INFLUENCE EFFECT SIZE ESTIMATES? (2000)MEASUREMENT ERROR IN RESEARCH…'Best practice' human resource management: perfect opportunity or dangerous illusion? 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this work references cited by second hop

References

  • 1978Specification Tests in Econometrics18,788 cited
  • 2006The Core Competence of the Corporation11,435 cited
  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 2003Analysis of Panel Data7,858 cited
  • 1995Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry3,700 cited
  • 1995Complementarities and fit strategy, structure, and organizational change in manufacturing2,568 cited
  • 1994Competitive Advantage Through People2,534 cited
  • 1997The Core Competence of the Corporation2,098 cited
  • 1986Errors in variables in panel data1,625 cited
  • 1992Competing on capabilities: the new rules of corporate strategy.1,190 cited
  • 1992The Link between Business Strategy and Industrial Relations Systems in American Steel Minimills898 cited
  • 1988Managing Two Fits of Strategic Human Resource Management798 cited

Cited by

  • 2001Do "High-Performance" Work Practices Improve Establishment-Level Outcomes?983 cited
  • 2000MEASUREMENT ERROR IN RESEARCH ON HUMAN RESOURCES and FIRM PERFORMANCE: HOW MUCH ERROR IS THERE AND HOW DOES IT INFLUENCE EFFECT SIZE ESTIMATES?679 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 2004What’s Driving the New Economy?: The Benefits of Workplace Innovation598 cited
  • 2019What Drives Differences in Management Practices?502 cited
  • 2005HRM and performance: what next?479 cited
  • 2013A High Performance Work Practices Taxonomy479 cited
  • 2006Strategic HRM and Organizational Behavior: Integrating Multiple Levels of Analysis437 cited
  • 2003Beyond Incentive Pay: Insiders' Estimates of the Value of Complementary Human Resource Management Practices420 cited
  • 2011The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance393 cited
  • 2005Measuring the impact of human resource management practices on hospitality firms’ performances390 cited
  • 2000'Best practice' human resource management: perfect opportunity or dangerous illusion?384 cited
  • 1998Toward a social context theory of the human resource management-organization effectiveness relationship371 cited
  • 2001Human resource management: when research confronts theory344 cited
  • 2005Satisfaction with HR practices and commitment to the organisation: why one size does not fit all340 cited
  • 2001Strategic human resource management effectiveness and firm performance339 cited
  • 2014Causality Between High-Performance Work Systems and Organizational Performance332 cited