Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions

By Patrick M. Wright, Gary C. Mcmahan, Scott A. Snell, B. Gerhart. 2001

292 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/123a6f06132011ed89595d42787c171d5fb0bc76

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Institutional theory and MNC subsidiary HRM practices: evidence from a three-country study (2007, background): “have been conducted on the role and influence of the HR function in large firms (e.g., Conner and Ulrich, 1996; Galang and Ferris, 1997; Wright et al., 2001), and some research has been published on the HR function in MNCs (Scullion and Starkey, 2000; Novicevic and Harvey, 2001), additional research”
The impact of HR practices, HR effectiveness and a ‘strong HR system’ on organisational outcomes: a stakeholder perspective (2011, background): “Wright, McMahan, Snell and Gerhart ( 2001 ), who collected data from senior HR and line managers, found that the HR managers had a consistently more optimistic view of the effectiveness of HR practices, of HR roles and of the HR contribution than the senior line managers.”
MNC knowledge transfer, subsidiary absorptive capacity and HRM (2002, methodology): “The items/scales used in the study drew on established research (Gardner et al., 2001; Huselid, 1995; Wright et al., 1998; Zander, 1991).”
MNC knowledge transfer, subsidiary absorptive capacity, and HRM (2003, methodology): “The items/scales used in the study drew on established research (Gardner et al., 2001; Huselid, 1995; Wright et al., 1998; Zander, 1991).”
The Indian perspective of strategic HR roles and organizational learning capability (2005, methodology): “Researchers in the field of strategic human resource management (SHRM) have increasingly relied on the resource-based view of the firm to explain the role of human resource practices in firm performance (Mello, 2003; Wright et al., 2001).”
Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, unknown): “Several authors (Wright et al., 2001) recommend selecting respondents”
Antecedents and Employee Outcomes of Line Managers' Perceptions of Enabling HR Practices (2014, background): “Accordingly, many organizations experience that their LMs vary in the extent to which they consistently implement HR practices (Van Iddekinge et al., 2009), and HR practices may often fail to enhance performance because LMs fail to effectively implement them (Wright et al., 2001).”