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HR competence in the public sector: antecedents and outcomes
16 references·0 citing·50 second hop
HR competence in the public sector: antecedents and outcomes (2025)HR competence in the public sector: antec…Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research (2021)Methodological threat or myth…Challenges and Best‐practice Recommendations for Designing and Conducting Interviews with Elite Informants (2020)Challenges and Best‐practice …Servant Leadership: A systematic review and call for future research (2018)Servant Leadership: A systema…Measuring Organizational Performance: A Case for Subjective Measures (2015)Measuring Organizational Perf…Measuring Public Service Motivation: Exploring the Equivalence of Existing Global Measures (2013)Measuring Public Service Moti…The Accountability Cube: Measuring Accountability (2012)The Accountability Cube: Meas…The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective (2011)The impact of HR practices, H…Strategy, human resource management and performance: Sharpening line of sight (2011)Strategy, human resource mana…Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)Sources of Method Bias in Soc…Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service (2006)Challenges and prospects of H…High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure (2005)High-Performance Work Systems…Commonalities and contradictions in HRM and performance research (2005)Commonalities and contradicti…THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. 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(1991)Common Method Bias in Marketing: Causes, Mechanisms, and Procedural Remedies (2012)Common Method Bias: It's Bad, It's Complex, It's Widespread, and It's Not Easy to Fix (2023)The Strength of Weak Ties (1973)Absorptive Capacity: A New Perspective on Learning and Innovation (1990)A Relational Model of How High-Performance Work Systems Work (2009)THROUGH THE LOOKING GLASS OF A SOCIAL SYSTEM: CROSS‐LEVEL EFFECTS OF HIGH‐PERFORMANCE WORK SYSTEMS ON EMPLOYEES’ ATTITUDES (2009)High-Performance Work Systems and Job Control (2011)Social Learning Theory. (1978)Conservation of resources: A new attempt at conceptualizing stress. 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References

  • 1983The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields38,372 cited
  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It15,698 cited
  • 1991A PUBLIC MANAGEMENT FOR ALL SEASONS?9,822 cited
  • 2004THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY.3,932 cited
  • 2001Affective commitment to the organization: The contribution of perceived organizational support.2,485 cited
  • 2018Servant Leadership: A systematic review and call for future research1,849 cited
  • 2005Commonalities and contradictions in HRM and performance research1,539 cited
  • 2005High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure671 cited
  • 2011Strategy, human resource management and performance: Sharpening line of sight415 cited
  • 2015Measuring Organizational Performance: A Case for Subjective Measures412 cited
  • 2006Challenges and prospects of HRM in developing countries: testing the HRM–performance link in the Eritrean civil service350 cited
  • 2013Measuring Public Service Motivation: Exploring the Equivalence of Existing Global Measures322 cited
  • 2012The Accountability Cube: Measuring Accountability278 cited
  • 2021Methodological threat or myth? Evaluating the current state of evidence on common method variance in human resource management research

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  • 2011The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective190 cited
  • 2020Challenges and Best‐practice Recommendations for Designing and Conducting Interviews with Elite Informants188 cited
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