Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy

By Johngseok Bae, John J. Lawler. 2000

859 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7abccf8921e7b143e982793f3f0ec82854bf3e25

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Citations in the corpus

The resource-based view and international business: (2001, background): “Finally, at the employee level, two recent studies in Korea found that firms which value people as a source of competitive advantage are more likely to attain higher performance (Bae & Lawler, 2000; Lee & Miller, 1999).”
The Effect of Strategic Human Resource Management on Organizational Performance: The Mediating Role of High‐Performance Human Resource Practices (2013, background): “Moreover, this is one of very few studies to do so in a non-Western context (Bae & Lawler, 2000), providing greater understanding of the utility of the HR strategic role in promoting financial performance in non-Western contexts, especially developing countries.”
An empirical study of high performance HRM practices in Chinese SMEs (2006, background): “Previous research has indicated that employee commitment tends to be associated with job satisfaction (e.g. Bae and Lawler, 2000; Cotton et al., 1988; Guthrie, 2001; Wagner, 1994; Zhu and Dowling, 1998).”
Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture (2007, background): “Collective reward systems (e.g., gain sharing, profit sharing, stock ownership, etc.) can reinforce generalized trust based on mutual goal orientation ( Bae & Lawler, 2000; Huselid, 1995; Ichniowski et al., 1997; MacDuffie, 1995).”
Team Manager’s Implementation, High Performance Work Systems Intensity, and Performance: A Multilevel Investigation (2018, methodology): “We also utilized items from multiple previous studies; 14 items were from Sun et al. (2007), 5 items were from Takeuchi et al. (2007), 3 items were from Collins and Smith (2006), and 2 items were from Bae and Lawler (2000).”
A High Performance Work Practices Taxonomy (2013, background): “…University of Texas at El Paso Michael C. Campion University of South Carolina Malika Masimova Purdue University Michael A. Campion Purdue University High Performance Work Systems are designed to enhance organizational performance by improving employee capability, commitment, and productivity.”
How to Develop Successful Hospitality Innovation (2005, background): “The organizationalstrategy literature has moved toward a resource-based theory of competitive advantage, emphasizing the internal resources of an organization and viewing human resources as a source of value.(29)”
Does the implementation of a combination competitive strategy yield incremental performance benefits? A new perspective from a transition economy in Sub-Saharan Africa (2008, background): “This practice is common in situations where objective data is either not available or difficult to obtain (e.g., Bae and Lawler, 2000, Bowman and Ambrosini, 1997, Wall et al., 2004).”
Does human resource management matter in a transitional economy? China as an example (2003, background): “Bae and Lawler (2000) confirmed that the salience of HR management in Korean firms, that is, how HR is valued within an organization, affects firm performance.”
Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, methodology): “Control variables included in the data analysis were firm age and firm size (Bae and Lawler 2000; Fey and Bjorkman 2001; Katou and Budhwar 2006).”
Crossing the level of employee's performance: HPWS, affective commitment, human capital, and employee job performance in professional service organizations (2011, methodology): “In the field of strategic human resource management (SHRM), researchers have examined the potential benefits of using high-performance work systems (HPWS) as a means to maximize firms’ competitive advantage (Huselid 1995; Becker and Huselid 1998; Bae and Lawler 2000).”
Desegregating HRM: A Review and Synthesis of Micro and Macro Human Resource Management Research (2002, background): “While, in a sample of 48 Korean firms, Lee and Chee (1996) found no relationship between HR practices and firm performance, Bae and Lawler (2000) did find a significant relationship between HR and firm”
Relationship between strategic human resource management and firm performance (2005, methodology): “This form of analysis is frequently used in research on human resource management ( Bae and Lawler, 2000”
The effective human resource management system in transitional China: a hybrid of commitment and control practices (2012, methodology): “Studies have also shown strong relationships between perceptual and hard measures (Delaney and Huselid 1996; Bae and Lawler 2000).”