Abstract
| Original language | English |
|---|---|
| Pages (from-to) | 132-148 |
| Journal | International Journal of Human Resource Management |
| Volume | 28 |
| Issue number | 1 |
| DOIs | |
| Publication status | Published - 2017 |
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Conceptualizing HRM system strength through a cross-cultural lens. / Farndale, E.; Sanders, K.
In: International Journal of Human Resource Management, Vol. 28, No. 1, 2017, p. 132-148.Research output: Contribution to journal › Article › Scientific › peer-review
TY - JOUR
T1 - Conceptualizing HRM system strength through a cross-cultural lens
AU - Farndale, E.
AU - Sanders, K.
PY - 2017
Y1 - 2017
N2 - To date, literature on HRM system strength has been largely universalistic, that is, it has not considered the implications of context. This is problematic as it overlooks a more detailed exploration of the outcomes of HRM system strength in different situational settings. Adopting a contingency approach, we develop a multilevel conceptual framework and propositions for future research that incorporate context at a societal level, focusing on national culture values. By adopting a cross-cultural lens, we are able to explore the effects of cultural values on the relationship between employee perceived HRM system strength and employee attitudinal and behavioral outcomes. Furthermore, we apply the notion of cultural tightness/looseness, questioning the degree of national cultural value effects in all settings. Our work contributes to the HRM process field in general and HRM system strength in particular by questioning the assumption of universality, and highlights implications for practice and future research.
AB - To date, literature on HRM system strength has been largely universalistic, that is, it has not considered the implications of context. This is problematic as it overlooks a more detailed exploration of the outcomes of HRM system strength in different situational settings. Adopting a contingency approach, we develop a multilevel conceptual framework and propositions for future research that incorporate context at a societal level, focusing on national culture values. By adopting a cross-cultural lens, we are able to explore the effects of cultural values on the relationship between employee perceived HRM system strength and employee attitudinal and behavioral outcomes. Furthermore, we apply the notion of cultural tightness/looseness, questioning the degree of national cultural value effects in all settings. Our work contributes to the HRM process field in general and HRM system strength in particular by questioning the assumption of universality, and highlights implications for practice and future research.
U2 - 10.1080/09585192.2016.1239124
DO - 10.1080/09585192.2016.1239124
M3 - Article
VL - 28
SP - 132
EP - 148
JO - International Journal of Human Resource Management
JF - International Journal of Human Resource Management
SN - 0958-5192
IS - 1
ER -