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Exploratory study of high involvement work practices: Identification of the dimensions and proposal of questionnaire to measure the degree of use in the company
16 references·0 citing·54 second hop
Exploratory study of high involvement work practices: Identification of the dimensions and proposal of questionnaire to measure the degree of use in the company (2009)Exploratory study of high involvement wor…THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY (2008)THE IMPACT OF HUMAN RESOURCE …Work enrichment and employee voice in human resource management-performance studies (2007)Work enrichment and employee …The relationship between quality management practices and their effects on quality outcomes (2006)The relationship between qual…The ‘science’ and ‘practice’ of HRM in small firms (2006)The ‘science’ and ‘practice’ …Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context (2006)Human resource management sys…HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE (2006)HOW MUCH DO HIGH‐PERFORMANCE …High-Involvement Management and Workforce Reduction: Competitive Advantage or Disadvantage? (2006)High-Involvement Management a…Strategic, structural contingency and institutional explanations in the adoption of innovative manufacturing practices (2004)Strategic, structural conting…High-involvement practices and performance of French firms (2004)High-involvement practices an…Correlates and consequences of high involvement work practices: the role of competitive strategy (2002)Correlates and consequences o…A resource‐based view of manufacturing strategy and the relationship to manufacturing performance (2002)A resource‐based view of manu…Relationships between implementation of TQM, JIT, and TPM and manufacturing performance (2001)Relationships between impleme…Human resource practices, organizational climate, and customer satisfaction (2001)Human resource practices, org…Do "High-Performance" Work Practices Improve Establishment-Level Outcomes? (2001)Do "High-Performance" Work Pr…RELATIONSHIP BETWEEN JIT AND TQM: PRACTICES AND PERFORMANCE. 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(1990)Alternative Ways of Assessing Model Fit (1992)Nurturing the spirit at work: Impact on work unit performance (2005)The relationship between ‘high-performance work practices’ and employee attitudes: an investigation of additive and interaction effects (2007)A meta‐analytic investigation of the relationship between HRM bundles and firm performance (2009)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Firm Resources and Sustained Competitive Advantage (1991)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Leadership and organizational learning's role on innovation and performance: Lessons from Spain (2005)Linking routines to operations capabilities: A new perspective (2007)Clarifying the conditions and limits of the contributions of ordinary and dynamic capabilities to relative firm performance (2010)Out of the Crisis (1982)The machine that changed the world (1992)THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE. (1995)What’s Driving the New Economy?: The Benefits of Workplace Innovation (2004)A Relational Model of How High-Performance Work Systems Work (2009)What Drives Differences in Management Practices? (2019)Coefficient Alpha and the Internal Structure of Tests (1951)THE IMPACT OF HUMAN RESOURCE MANAGEMENT ON ORGANIZATIONAL PERFORMANCE: PROGRESS AND PROSPECTS. (1996)Quality management effectiveness in Asia: The influence of culture (2009)Measuring critical success factors of TQM implementation successfully – a systematic literature review (2014)The effect of TQM on organisational performance: empirical evidence from the textile sector of a developing country using SEM (2017)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Economic Action and Social Structure: The Problem of Embeddedness (1985)Dynamic capabilities and strategic management (1997)Enhancing effects of manufacturing flexibility through operational absorptive capacity and operational ambidexterity (2011)Operations management and the resource based view: Another view (2015)The sustainable humanitarian supply chain design: agility, adaptability and alignment (2015)Evaluating Structural Equation Models with Unobservable Variables and Measurement Error (1981)Total quality management as competitive advantage: A review and empirical study (1995)Toyota production system: beyond large-scale production (1998)ON THE VALIDITY OF SUBJECTIVE MEASURES OF COMPANY PERFORMANCE (2004)Managing beyond the factory walls: Effects of four types of strategic integration on manufacturing plant performance (2006)Contingency research in operations management practices (2008)The fifth discipline, the art and practice of the learning organization (1991)Firm resources and sustained competitive advantage (2004)Self-Leadership: A Multilevel Review (2010)Resource-Based Perspectives on Unit-Level Human Capital (2012)Advancing socio-technical systems thinking: A call for bravery (2013)Human Resource Bundles and Manufacturing Performance: Organizational Logic and Flexible Production Systems in the World Auto Industry (1995)MODES OF THEORIZING IN STRATEGIC HUMAN RESOURCE MANAGEMENT: TESTS OF UNIVERSALISTIC, CONTINGENCY, AND CONFIGURATIONS. PERFORMANCE PREDICTIONS. (1996)Strategic Human Resources Management: Where Do We Go From Here? (2006)Antecedents and consequences of psychological and team empowerment in organizations: A meta-analytic review. (2011)ESG and financial performance: aggregated evidence from more than 2000 empirical studies (2015)EMPLOYEE OWNERSHIP: A CONCEPTUAL MODEL OF PROCESS AND EFFECTS (1991)The effects of transformational leadership on organizational conditions and student engagement with school (2000)Taking Stock: A Review of More than Twenty Years of Research on Empowerment at Work (2008)
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References

  • 2006HOW MUCH DO HIGH‐PERFORMANCE WORK PRACTICES MATTER? A META‐ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE2,097 cited
  • 2001Relationships between implementation of TQM, JIT, and TPM and manufacturing performance1,153 cited
  • 1988High-Involvement Management.1,130 cited
  • 2001Do "High-Performance" Work Practices Improve Establishment-Level Outcomes?983 cited
  • 2002A resource‐based view of manufacturing strategy and the relationship to manufacturing performance741 cited
  • 1995RELATIONSHIP BETWEEN JIT AND TQM: PRACTICES AND PERFORMANCE.655 cited
  • 2008THE IMPACT OF HUMAN RESOURCE AND OPERATIONAL MANAGEMENT PRACTICES ON COMPANY PRODUCTIVITY: A LONGITUDINAL STUDY447 cited
  • 2001Human resource practices, organizational climate, and customer satisfaction401 cited
  • 2004Strategic, structural contingency and institutional explanations in the adoption of innovative manufacturing practices291 cited
  • 2006The relationship between quality management practices and their effects on quality outcomes281 cited
  • 2006Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context263 cited
  • 2002Correlates and consequences of high involvement work practices: the role of competitive strategy241 cited
  • 2007Work enrichment and employee voice in human resource management-performance studies237 cited

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The ‘science’ and ‘practice’ of HRM in small firms
236 cited
  • 2006High-Involvement Management and Workforce Reduction: Competitive Advantage or Disadvantage?235 cited
  • 2004High-involvement practices and performance of French firms197 cited
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