Understanding the Impact of Human Resource Diversity Practices on Firm Performance

By O. Richard, N. Johnson. 2001

174 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c38e52c1e9048e4b177345b781445bb2905e5c1c

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Citations in the corpus

A field study of group diversity, workgroup context, and performance (2004, background): “Richard (1999) and Richard and Johnson (2001) proposed that the nature of human resource practices may also represent a crucial contextual factor that influences the diversity–performance relationship.”
A field study of group diversity, participation in diversity education programs, and performance (2004, unknown): “At the firm level, business strategies can influence the types of human resources likely to be a source of sustained competitive advantage (Jackson & Schuler, 1995; Johnson, 2001; Richard, 2000).”
Perceived diversity and organizational performance (2007, background): “Another approach has been to focus on the organization’s orientation toward diversity rather than simply measuring the level of diversity within an organization (e.g. Richard and Johnson, 2001).”
A Double-Edged Sword? Exploring the Curvilinear Relationship Between Organizational Tenure Diversity and Team Innovation: The Moderating Role of Team-Oriented HR Practices (2009, methodology): “One possible method to strengthen team members’ motivation and task ability is to implement team-oriented HR practices (Bassett-Jones, 2005; Hollenbeck, DeRue, & Guzzo, 2004; Mathieu, Gilson, & Ruddy, 2006; Richard, 1999; Richard & Johnson, 2001).”
Strategic human resource management: The evolution of the field (2009, background): “Richard and Johnson (2001) found that SHRM effectiveness significantly reduces turnover, which in turn increases overall market performance assessment.”