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HR practices from the perspective of managers and employees in multinational enterprises in China: Alignment issues and implications

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References

2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System2,992 cited
1996GUANXI: CONNECTIONS AS SUBSTITUTES FOR FORMAL INSTITUTIONAL SUPPORT.2,240 cited
2016Strategy and Human Resource Management1,535 cited
2008EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION1,409 cited
2010The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors1,293 cited
2003Strategy and Human Resource Management1,270 cited
2011Human resource management and performance: still searching for some answers1,072 cited
2008The Oxford Handbook of Human Resource Management1,028 cited
2009Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality.972 cited
1995Psychological contracts in organizations939 cited
2006Front‐line managers as agents in the HRM‐performance causal chain: theory, analysis and evidence925 cited
2009Strategic human resource management: The evolution of the field712 cited
1997Where Guanxi Matters682 cited
1998Can guanxi be a source of sustained competitive advantage for doing business in China?675 cited

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1999Human resource management ‐ the workers' verdict529 cited

2000Guanxi and Business507 cited

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