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Correlation Between Organizational Culture and Compensation Strategies Using Charles Handy's Typology
9 references·1 citing·41 second hop
Correlation Between Organizational Culture and Compensation Strategies Using Charles Handy's Typology (2013)Correlation Between Organizational Cultur…MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)MODES OF THEORIZING IN STRATE…Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions (1996)Modes of Theorizing in Strate…Organizational culture and leadership (1993)Organizational culture and le…Economics, Organization and Management. (1993)Economics, Organization and M…Structure and process of diversification, compensation strategy, and firm performance (1992)Structure and process of dive…Compensation, Organizational Strategy, and Firm Performance (1992)Compensation, Organizational …Strategic Pay: Aligning Organizational Strategies and Pay Systems. (1991)Strategic Pay: Aligning Organ…Toward a contingency theory of compensation strategy (1987)Toward a contingency theory o…Pay and organization development (1982)Pay and organization developm…The effect of organizational culture and compensation on employee engagement (2023)The effect of organizational …Agency Problems and the Theory of the Firm (1980)Separation of Ownership and Control (1983)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)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)Organization and environment (1967)Strategy and Structure: (1986)Franchising, brand name capital, and the entrepreneurial capacity problem (1988)Human Resource Management and Firm Performance: Testing a Contingency Model of Executive Controls (1995)Cutthroat Cooperation: Asymmetrical Adaptation To Changes In Team Reward Structures (2006)Executive compensation (2008)Agency Problems and Residual Claims (1983)Using daily stock returns (1985)Agency Theory: An Assessment and Review (1989)HOW MUCH DOES INDUSTRY MATTER? AN ALTERNATIVE EMPIRICAL TEST (1996)Second-Order Imitation: Uncovering Latent Effects of Board Network Ties (2001)What (Not) to Expect When Surveying Executives (2006)Research in Organizational Behavior (1984)Firm Resources and Sustained Competitive Advantage (1991)Determinants of employee engagement and their impact on employee performance (2014)Corporate Sustainability: First Evidence on Materiality (2016)Fuzzy-set Qualitative Comparative Analysis (fsQCA): Guidelines for research practice in Information Systems and marketing (2021)Work engagement as a mediator between employee attitudes and outcomes (2013)A Study on the Drivers of Employee Engagement Impacting Employee Performance (2014)The effects of organizational and personal resources on stress, engagement, and job outcomes (2018)An Integrative Model Of Organizational Trust (1995)Political Science and the Three New Institutionalisms (1996)Upper Echelons Theory: An Update (2007)Beyond demography: A psychographic profile of the workforce (1991)From the invisible hand to the gladhand: Understanding a careerist orientation to work (1991)Gainsharing: A Critical Review and a Future Research Agenda (1995)Antecedents and Consequences of Merit Pay Fairness for Industrial Salespeople (2003)Is it pay levels or pay raises that matter to fairness and turnover? (2005)CEO political ideologies and pay egalitarianism within top management teams (2016)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation (1991)The Commitment-Trust Theory of Relationship Marketing (1994)Human resource management and performance: lessons from the Netherlands (2001)Strategic human resource management: integrating the universalistic, contingent, configurational and contextual perspectives (2005)‘Intended’ and ‘implemented’ HRM: the missing linchpin in strategic human resource management research (2006)
this work references cited by second hop

References

  • 1993Organizational culture and leadership16,462 cited
  • 1993Economics, Organization and Management.4,644 cited
  • 1996MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS.3,705 cited
  • 1996Modes of Theorizing in Strategic Human Resource Management: Tests of Universalistic, Contingency, and Configurational Performance Predictions845 cited
  • 1992Compensation, Organizational Strategy, and Firm Performance447 cited
  • 1987Toward a contingency theory of compensation strategy294 cited
  • 1992Structure and process of diversification, compensation strategy, and firm performance276 cited
  • 1991Strategic Pay: Aligning Organizational Strategies and Pay Systems.245 cited
  • 1982Pay and organization development200 cited

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  • 2023The effect of organizational culture and compensation on employee engagement2 cited

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