A Relational Model of How High-Performance Work Systems Work

By Jody Hoffer Gittell, Rob Seidner, Julian Wimbush. Organ. Sci., 2010

681 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/2457d2dc4b7977f86f8292b72a0c3662a01a841c

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

A High Performance Work Practices Taxonomy (2013, background): “This area is important because it influences the organization’s culture and climate, which in turn relates to organizational outcomes (godard & Delaney, 2000). For example, Kim and Wright (2011) propose that, within a context created through fostering a trusting environment, employees will exhibit m”
Revisiting Relational Coordination: A Systematic Review (2021, neutral): “Shared accountability was associated with relational coordination across diverse roles in airlines (Gittell, 2000), health care (Ghaffari et al., 2020; Gittell, 2008; Gittell et al., 2010) and banking (Siddique et al.”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, result): “This is consistent with prior research suggesting that HRM can improve organizational effectives through alternative approaches such as affecting internal interaction within organizations (Evans & Davis, 2005; Gittell et al., 2010) and enhancing the social capital of organizations (Collins & Clark, ”
The positive effect of expressing negative emotions on knowledge creation capability and performance of project teams (2016, background): “Constructively expressing emotions in a team can also be facilitated by components such as mutual respect and communications aimed at solving problems rather than directing blame (Gittell, 2001; Gittell et al., 2010).”
High-involvement work processes, work intensification and employee well-being (2008, background): “…employee involvement to enhance the quality of individual work or to improve organizational processes, including coordination among workers (e.g. Gittel et al., 2010), innovation within and across work teams (e.g. Hoyrup, 2010), or the quality of its relationships with labour (e.g. Frenkel et…”
An organizational ethic of care and employee involvement in sustainability-related behaviors: A social identity perspective (2017, background): “Consequently, sustainability can be achieved through collaborative efforts and involvement on the part of the employees in the organization (Gittell et al., 2010; Ramus & Steger, 2000; Siemsen et al., 2007).”
HRM practices for human and social capital development: effects on innovation capabilities (2016, methodology): “In a similar way to human capital development, HRM systems or the so-called HPWSs can also be used to ensure effective knowledge sharing and institutionalization for building social capital (Gittell et al., 2010; Kang et al., 2007; Youndt & Snell, 2004).”