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- W2912185715 endingPage "268" @default.
- W2912185715 startingPage "253" @default.
- W2912185715 abstract "Existing research on the relationship between high‐performance work systems (HPWS) and organizational innovation has paid insufficient attention to the boundary effects of employee participation and human capital. Bridging the human resource management (HRM) and employment relations literature, this study contributes to the contingency view of HRM and China‐specific research by investigating how human capital and employee participation, direct voice mechanism, and corporate governance participation jointly moderate the relationship between HPWS and organizational innovation. We test our three‐way interaction model using a sample of 108 firms and 1,250 employees in China. The results suggest that HPWS are positively associated with organizational innovation when employees with relatively less human capital are coupled with more direct voice mechanism or less corporate governance participation. In contrast, HPWS are negatively related to organizational innovation when employees possessing greater human capital are coupled with more direct voice mechanism. The theoretical and managerial implications and future research directions are discussed." @default.
- W2912185715 created "2019-02-21" @default.
- W2912185715 creator A5020676944 @default.
- W2912185715 creator A5086397177 @default.
- W2912185715 creator A5088372367 @default.
- W2912185715 date "2019-01-31" @default.
- W2912185715 modified "2023-09-29" @default.
- W2912185715 title "How and when matter: Exploring the interaction effects of high‐performance work systems, employee participation, and human capital on organizational innovation" @default.
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- W2912185715 doi "https://doi.org/10.1002/hrm.21950" @default.