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Information but not consultation: exploring employee involvement in SMEs
16 references·16 citing·32 second hopsampled
Information but not consultation: exploring employee involvement in SMEs (2007)Information but not consultation: explori…Building theories from case study research (2009)Building theories from case s…The meanings and purpose of employee voice (2004)The meanings and purpose of e…Human resource management and performance (1999)Human resource management and…Employment relations in SMEs (1999)Employment relations in SMEsThe Human Equation: Building Profits by Putting People First. (1998)The Human Equation: Building …The human equation: building profits by putting people first (1998)The human equation: building …High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey (1998)High Commitment Management in…Impact of people management practices on business performance (1997)Impact of people management p…THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)THE IMPACT OF HUMAN RESOURCE …THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)THE IMPACT OF HUMAN RESOURCE …Developments in the Management of Human Resources (1994)Developments in the Managemen…Applications of case study research (1993)Applications of case study re…TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT (1992)TOTAL QUALITY MANAGEMENT AND …Better Stories, Not Better Constructs, to Generate Better Theory: A Rejoinder to Eisenhardt (1991)Better Stories, Not Better Co…Developments in the Management of Human Resources (1988)Developments in the Managemen…Work, Employment and Society (1987)Work, Employment and SocietyTransformational leadership and employee voice for product and process innovation in SMEs (2021)Transformational leadership a…SMES’ reluctance to embrace corporate sustainability: The effect of stakeholder pressure on self-determination and the role of social proximity (2021)SMES’ reluctance to embrace c…Employee participation and job satisfaction in SMEs: investigating strategic exploitation and exploration as moderators (2021)Employee participation and jo…Direct and Indirect Employee Voice and Firm Innovation in Small and Medium Firms (2021)Direct and Indirect Employee …The SAGE Handbook of Human Resource Management (2019)The SAGE Handbook of Human Re…How Do Regulations Affect SMEs? A Review of the Qualitative Evidence and a Research Agenda (2018)How Do Regulations Affect SME…Do not say a word! Conceptualizing employee silence in a long-term crisis context (2016)Do not say a word! Conceptual…The contours of employee voice in SMEs : the importance of context (2015)The contours of employee voic…High-performance work systems and the change management process in medium-sized firms (2012)High-performance work systems…Do Human Resource Practices Enhance Organizational Commitment in SME s with Low Employee Satisfaction? (2012)Do Human Resource Practices E…Managing human resources in SMEs in a transition economy: evidence from China (2010)Managing human resources in S…HRM in SMEs: homogeneity or heterogeneity? A study of Taiwanese high-tech firms (2010)HRM in SMEs: homogeneity or h…Employee Participation Through Non‐Union Forms of Employee Representation (2010)Employee Participation Throug…Direct Employee Participation (2010)Direct Employee ParticipationHuman Resource Management (2009)Human Resource ManagementEmployee voice: does union membership matter? (2009)Employee voice: does union me…Firm Resources and Sustained Competitive Advantage (1991)The balanced scorecard : measures that drive performance (1992)DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE. (1999)The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development (1999)Firm resources and sustained competitive advantage (2004)Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)Specification Tests in Econometrics (1978)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON PERCEPTIONS OF ORGANIZATIONAL PERFORMANCE. (1996)The Structure of Scientific Revolutions (1963)Sociological Paradigms and Organizational Analysis. (1983)Organizational culture and leadership (1993)Case study research: a multi‐faceted research approach for IS (1996)Analyzing Qualitative Data (2002)EDITOR'S COMMENTS: CONSTRUCT CLARITY IN THEORIES OF MANAGEMENT AND ORGANIZATION. (2010)Introduction to Case Study (1997)Social Capital: A Missing Link to Disaster Recovery (2004)Using Numbers in Qualitative Research (2010)MNC knowledge transfer, subsidiary absorptive capacity, and HRM (2003)Intellectual Capital Profiles: An Examination of Investments and Returns* (2004)What's the difference? diversity constructs as separation, variety, or disparity in organizations (2007)The romance of human resource management and business performance, and the case for big science (2005)The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007)Trust Repair After An Organization-Level Failure (2009)'Best practice' human resource management: perfect opportunity or dangerous illusion? (2000)‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research (2006)Theory Building From Cases: Opportunities And Challenges (2007)The qualitative research interview (2011)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers' HRM Implementation (2013)International venturing by emerging economy firms: the effects of firm capabilities, home country networks, and corporate entrepreneurship (2007)Performance management and employee engagement (2010)
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References

  • 2009Building theories from case study research11,299 cited
  • 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.9,338 cited
  • 1993Applications of case study research7,853 cited
  • 1996THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS.3,153 cited
  • 1998The Human Equation: Building Profits by Putting People First.1,559 cited
  • 1991Better Stories, Not Better Constructs, to Generate Better Theory: A Rejoinder to Eisenhardt1,394 cited
  • 1998The human equation: building profits by putting people first827 cited
  • 1999Human resource management and performance696 cited
  • 1988Developments in the Management of Human Resources684 cited
  • 1994Developments in the Management of Human Resources447 cited
  • 1998High Commitment Management in the U.K.: Evidence from the Workplace Industrial Relations Survey, and Employers' Manpower and Skills Practices Survey436 cited
  • 2004The meanings and purpose of employee voice433 cited
  • 1987Work, Employment and Society381 cited
  • 1999Employment relations in SMEs340 cited
  • 1997Impact of people management practices on business performance

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328 cited
  • 1992TOTAL QUALITY MANAGEMENT AND EMPLOYEE INVOLVEMENT195 cited
  • Cited by

    • 2009Human Resource Management125 cited
    • 2019The SAGE Handbook of Human Resource Management109 cited
    • 2012Do Human Resource Practices Enhance Organizational Commitment in SME s with Low Employee Satisfaction?102 cited
    • 2021Transformational leadership and employee voice for product and process innovation in SMEs80 cited
    • 2016Do not say a word! Conceptualizing employee silence in a long-term crisis context79 cited
    • 2010Employee Participation Through Non‐Union Forms of Employee Representation72 cited
    • 2015The contours of employee voice in SMEs : the importance of context72 cited
    • 2021SMES’ reluctance to embrace corporate sustainability: The effect of stakeholder pressure on self-determination and the role of social proximity71 cited
    • 2010Direct Employee Participation65 cited
    • 2018How Do Regulations Affect SMEs? A Review of the Qualitative Evidence and a Research Agenda60 cited
    • 2012High-performance work systems and the change management process in medium-sized firms53 cited
    • 2021Direct and Indirect Employee Voice and Firm Innovation in Small and Medium Firms45 cited
    • 2010HRM in SMEs: homogeneity or heterogeneity? A study of Taiwanese high-tech firms45 cited
    • 2009Employee voice: does union membership matter?44 cited
    • 2010Managing human resources in SMEs in a transition economy: evidence from China37 cited
    • 2021Employee participation and job satisfaction in SMEs: investigating strategic exploitation and exploration as moderators32 cited