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“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences
16 references·0 citing·47 second hopsampled
“It's the work climate that keeps me here”: the interplay between the HRM process and emergent factors in the construction of employee experiences (2021)“It's the work climate that keeps me here…Human resource management and employee well‐being: towards a new analytic framework (2017)Human resource management and…Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength? (2015)Reflections on the 2014 Decad…Back to the Future: Implications for the Field of HRM of the Multistakeholder Perspective Proposed 30 Years Ago (2015)Back to the Future: Implicati…The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes (2014)The role of employee HR attri…High-involvement work processes, work intensification and employee well-being (2014)High-involvement work process…The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit (2011)The relationship between perc…Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity (2010)Forging an Identity: An Insid…HRM and Performance: Achievements, Methodological Issues and Prospects (2008)HRM and Performance: Achievem…EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION (2008)EMPLOYEE ATTRIBUTIONS OF THE …High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective (2007)High-Performance Human Resour…The Paradox of Diversity Management, Creativity and Innovation (2005)The Paradox of Diversity Mana…Commonalities and contradictions in HRM and performance research (2005)Commonalities and contradicti…Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System (2004)Understanding HRM-Firm Perfor…Managing human resources in small organizations: What do we know? (2004)Managing human resources in s…Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia (1996)Identity, Image, and Issue In…Sensemaking and sensegiving in strategic change initiation (1991)Sensemaking and sensegiving i…The psychology of interpersonal relations. (1958)Sensemaking in Organizations (1996)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors (2010)Emergence of the Human Capital Resource: A Multilevel Model (2011)Human resource management and performance: still searching for some answers (2011)The Knowledge-Creating Company (1998)Organizational Identity, Image, and Adaptive Instability (2000)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Seeking Qualitative Rigor in Inductive Research (2012)Sensemaking in Organizations: Taking Stock and Moving Forward (2014)The Discovery of Grounded Theory (2017)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Naturalistic inquiry (1985)Organizational Identity Formation and Change (2013)Bowing before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity (2017)A Systematic Methodology for Doing Qualitative Research (2020)Exploration and Exploitation in Organizational Learning (1991)Firm Resources and Sustained Competitive Advantage (1991)Firm resources and sustained competitive advantage (2004)Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy (2010)Small businesses in the new creative industries: innovation as a people management challenge (2011)Slack resources, firm performance, and the institutional context: Evidence from privately held E uropean firms (2016)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Human Resource Management and Labor Productivity: Does Industry Matter? (2005)Exchange and Power in Social Life. (1965)The Knowledge-Creating Company (1995)High‐quality relationships, psychological safety, and learning from failures in work organizations (2008)The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model (2012)The Handbook of Social Psychology (1969)A Socially Embedded Model of Thriving at Work (2005)Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms (2006)Developing a capacity for organizational resilience through strategic human resource management (2010)The Structure of Scientific Revolutions (1963)The Social Construction of Reality (1967)Strategies for Theorizing from Process Data (1999)Organizing and the Process of Sensemaking (2005)Competitive advantage, creating and sustaining superior performance (1985)Competitive Advantage: Creating and Sustaining Superior Performance (1985)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)An Aspirational Framework for Strategic Human Resource Management (2013)An Aspirational Framework for Strategic Human Resource Management (2014)Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. (2000)Leadership behavior and employee well-being: An integrated review and a future research agenda (2018)Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM (2019)Role Theory Perspectives: Past, Present, and Future Applications of Role Theories in Management Research (2022)
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References

  • 1991Sensemaking and sensegiving in strategic change initiation3,887 cited
  • 2004Understanding HRM-Firm Performance Linkages: The Role of the "Strength" of the HRM System2,992 cited
  • 1996Identity, Image, and Issue Interpretation: Sensemaking During Strategic Change in Academia1,805 cited
  • 2005Commonalities and contradictions in HRM and performance research1,539 cited
  • 2007High-Performance Human Resource Practices, Citizenship Behavior, and Organizational Performance: A Relational Perspective1,482 cited
  • 2008EMPLOYEE ATTRIBUTIONS OF THE “WHY” OF HR PRACTICES: THEIR EFFECTS ON EMPLOYEE ATTITUDES AND BEHAVIORS, AND CUSTOMER SATISFACTION1,409 cited
  • 2017Human resource management and employee well‐being: towards a new analytic framework1,361 cited
  • 2010Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity764 cited
  • 2008HRM and Performance: Achievements, Methodological Issues and Prospects736 cited
  • 2004Managing human resources in small organizations: What do we know?704 cited
  • 2005The Paradox of Diversity Management, Creativity and Innovation619 cited
  • 2011The relationship between perceptions of HR practices and employee outcomes: examining the role of person–organisation and person–job fit462 cited
  • 2014High-involvement work processes, work intensification and employee well-being408 cited

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2015
Reflections on the 2014 Decade Award: Is There Strength in the Construct of HR System Strength?
408 cited
  • 2015Back to the Future: Implications for the Field of HRM of the Multistakeholder Perspective Proposed 30 Years Ago342 cited
  • 2014The role of employee HR attributions in the relationship between high‐performance work systems and employee outcomes311 cited
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