The effect of human resource management practices on firm performance in Russia

By Carl F. Fey, Ingmar Björkman, A. Pavlovskaya. 2000

394 citations recorded by the source corpus.

Subfields: Development, Political Science and International Relations, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/9b31a6a40003df021db33b0a338337be39455e81

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Development

1. Valérie Barraud-Didier
2. Petra Andries
3. Dirk Czarnitzki
4. Sylvie Guerrero
5. P. Budhwar
6. Anastasia A. Katou

In Political Science and International Relations

1. Nicholas Bloom
2. John Van Reenen
3. Valérie Barraud-Didier
4. L. M. de Menezes
5. Petra Andries
6. Dirk Czarnitzki
7. M. Shaffer
8. Sylvie Guerrero

In Strategy and Management

1. Jyotsna Bhatnagar
2. A. Som
3. Juan Carlos Bou-Llusar
4. Inmaculada Beltrán‐Martín
5. Nicholas Bloom
6. John Van Reenen
7. Kaifeng Jiang
8. Jia Hu

Citations in the corpus

• In search of sustained competitive advantage: the impact of organizational culture, competitive strategy and human resource management practices on firm performance (2004, background): “Recent evidence for the effects of HRM practices on the performance of firms in different countries such as China (Björkman and Fan, 2002), Russia (Fey et al., 2000), Korea (Bae and Lawler, 2000) and New Zealand (Guthrie, 2001) provides strong support for the importance of managing human capital.”
• ARE FAMILY FRIENDLY WORKPLACE PRACTICES A VALUABLE FIRM RESOURCE (2011, background): “…Lee and Miller, 1999), sparking intense interest among strategy scholars in the performance effects of (strategic) human resource management (SHRM) (Cappelli and Singh, 1992; Pfeffer, 1994; Ulrich, 1991; Wright and McMahan, 1992; Huselid, 1995; Fey, Björkman, and Pavlovskaya, 2000; Batt, 2002).”
• Innovative human resource management and corporate performance in the context of economic liberalization in India (2008, background): “and averaged over multiple responses (Delaney and Huselid 1996; Fey et al. 2000; Bae and Lawler 2000; Fey and Bjorkman 2001; Bjorkman and Xiucheng 2002; Bae et al. 2003).”
• Human resource management systems and organizational performance: a test of a mediating model in the Greek manufacturing context (2006, methodology): “In order to bring lasting and better results and to contribute significantly to the success of their organization, employees must be motivated, satisfied and committed (Beck and Wilson, 2000; Fey et al., 2000; Guest, 2001; Paul and Anantharaman, 2003; Mowday, 1998).”
• Comparing perspectives on high involvement management and organizational performance across the British economy (2008, background): “…individual practices and a performance measure are made in only 10 of the 28 studies (Delaney and Huselid 1996; Delery and Doty 1996; Koch and McGrath 1996; Ichniowski et al. 1997; Wright et al. 1999; Fey et al. 2000; Batt 2002; The International Journal of Human Resource Management 643 Table 1.”
• How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “…Björkman (2001) Training and development Pay and performance appraisal Information sharing and complaint resolution Overall financial performance Fey, Björkman, and Pavlovskaya (2000) Training Performance based compensation, job security, career planning, salary level Decentralization,…”