Correlates and consequences of high involvement work practices: The role of competitive strategy

James P. Guthrie, Chester S. Spell, Robert Ochoki Nyamori

Research output: Contribution to journalArticlepeer-review

127 Scopus citations

Abstract

Illustrative of world-wide trends, New Zealand has undergone drastic product and labour market reforms in an attempt to stimulate economic growth and national competitiveness. Towards this goal, firms have been urged to emphasize differentiation strategies in their approach to their markets and also to become more progressive in their management of human resources. This study finds that whereas more intensive use of high involvement work practices promotes firm effectiveness, this effect depends on the competitive strategy being pursued. The use of high involvement work practices is positively associated with performance in firms competing on the basis of differentiation and shows no relationship in firms pursuing a strategy of cost leadership.

Original languageEnglish (US)
Pages (from-to)183-197
Number of pages15
JournalInternational Journal of Human Resource Management
Volume13
Issue number1
DOIs
StatePublished - Feb 2002
Externally publishedYes

All Science Journal Classification (ASJC) codes

  • Management of Technology and Innovation
  • Organizational Behavior and Human Resource Management
  • Strategy and Management

Keywords

  • Human resource management
  • Performance
  • Strategy

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