Why Complementary HRM Practices Impact Performance: The Case of Rewards, Job Design, and Work Climate in a Knowledge‐Sharing Context

By N. J. Foss, Torben Pedersen, Mia Reinholt Fosgaard, Diego Stea. 2015

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Examining the Intermediate Role of Employee Abilities, Motivation and Opportunities to Participate in the Relationship between HR Bundles and Employee Performance (2018, background): “The large number of facets that make up the organizational context entails the possibility that the relationships between HR bundles and employee variables may also cross the theoretically defined domains, but this question has received little attention in the HRM literature (Foss et al., 2015).”
Different motivations for knowledge sharing and hiding: The role of motivating work design (2019, unknown): “(Foss et al., 2009; Foss et al., 2015), and actual knowledge sharing behaviors (Andreeva & Sergeeva, 2016; Llopis & Foss, 2016; Patterson, Gellatly, Arazy, & Jang, 2007, Pee & Lee, 2015; Nesheim & Gressgard, 2014).”
The more the better…or is it? The contradictory effects of HR practices on knowledge sharing motivation and behavior (2016, background): “Several empirical studies have made progress in addressing this gap (Foss et al., 2009, 2015; Reinholt et al., 2011; Minbaeva et al., 2012).”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, unknown): “Such bundles do not work in isolation but are part of a synergistic system combining internally while flexing to the external environment (Foss et al., 2015).”