Validating the human resource system structure: A levels-based strategic HRM approach

By J. Arthur, Trish Boyles. 2007

294 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/7c6a4b1c0f04d39c13c167df6c21fe247929f0a4

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In Accounting

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

The Role of Procedural Justice and Power Distance in the Relationship Between High Performance Work Systems and Employee Attitudes: A Multilevel Perspective (2009, background): “A key limitation in past research, especially on HPWS, has been the failure to explicitly address and resolve the levels-ofanalysis issue (Arthur & Boyles, 2007).”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, methodology): “On the basis of the HR practice measures that were reviewed, we suggest the need significantly to extend and refine the commonly accepted distinction made in the literature between (1) intended, (2) implemented, and (3) perceived HR practices (Arthur & Boyles, 2007; Wright & Nishii, 2007).”
High-performance work systems in foreign subsidiaries of American multinationals: An institutional model (2011, background): “High-performance Work Systems Arthur and Boyles (2007) argued that the definitional problems in HR systems arise from the differing levels of analysis in previous studies.”
HRM practices for human and social capital development: effects on innovation capabilities (2016, background): “Nonetheless, evidence seems to suggest that, in general, there is not a clear link between HRM practices and measures of performance (Arthur & Boyles, 2007; Takeuchi, Lepak, Wang, & Takeuchi, 2007) but the relationship is highly complex (Wright et al., 2001).”
Cross-level effects of high-performance work practices on burnout: Two counteracting mediating mechanisms compared (2009, background): “Yet, the exact combination of practices (Evans and Davis, 2005; Arthur and Boyles, 2007) and the mechanisms through which HPWPs increase performance (Boselie et al., 2005; Guest, 2002; Gibson et al., 2007) are still under discussion.”
Establishing a Diversity Program is Not Enough: Exploring the Determinants of Diversity Climate (2010, background): “Because managerial values are believed to serve as the foundation for policy decisions regarding the implementation of HR programs, this is an important area of inquiry (Arthur and Boyles 2007; Becker and Gerhart 1996).”
Developing a capacity for organizational resilience through strategic human resource management (2011, background): “Our focus is on the human resource (HR) system which is a multilevel construct (Arthur & Boyles, 2007; Becker & Gerhart, 1996; Lepak, Marrone, & Takeuchi, 2004; Schuler, 1992).”
HR managers’ talent philosophies: prevalence and relationships with perceived talent management practices (2019, background): “However, it has been recommended, and established as common practice to use (senior) HR managers as key informants in HRM research, most notably, when assessing HR practices (cf. Arthur & Boyles, 2007).”
Human Resource Development in SMEs: A Systematic Review of the Literature (2016, unknown): “A particularly important RBV / CRBV question concerns the characteristics of the HRD architecture in SMEs and a deeper understanding of how it contributes to firm performance (Arthur and Boyles, 2007).”
HRM Practices, Organizational Citizenship Behaviour, and Performance: A Multi-Level Analysis (2010, unknown): “Despite some theorizing on multi-level HRM models (Arthur and Boyles, 2007; Bowen and Ostroff, 2004; Ostroff and Bowen, 2000; Wright and Nishii, 2007), there is relatively little empirical work adopting a multi-level approach.”
A High Performance Work Practices Taxonomy (2013, methodology): “Parallelism also means that there is a corresponding matching occurring across the different levels of the organization and the HR architectures, so at each level the organizational and the HR systems mutually support each other (Arthur & Boyles, 2007).”
HRD and HRM Perspectives on Organizational Performance (2013, methodology): “The thematic results from the analysis of HRM articles were not unique and in fact have been widely reported in the HRM literature (Arthur & Boyles, 2007; Becker & Huselid, 1999; Combs et al., 2006; Wright & Boswell, 2002).”
How Do Developmental and Accommodative HRM Enhance Employee Engagement and Commitment? The Role of Psychological Contract and SOC Strategies (2013, background): “Because managers differ in the extent to which they communicate about the availability of HRM (Arthur and Boyles, 2007), differences exist across the units in employee perceptions of HRM.”
Strategic human resource management: The evolution of the field (2009, background): “A new concern was introduced by Arthur and Boyles (2007) as well as Kepes and Delery (2006) who noted that a significant problem in SHRM research investigating the relationship between HR systems and organizational performance is in how researchers measure HR systems.”