The impact of human resource management practices on operational performance: recognizing country and industry differences

By Sohel Ahmad, R. G. Schroeder. 2003

906 citations recorded by the source corpus.

Subfields: Communication, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/cd5cfe4d46d2f4c1f42993499610f4ee07cf34b4

How researchers see this paper

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

In Communication

In Strategy and Management

Citations in the corpus

The impact of human resource management practices and corporate entrepreneurship on firm performance: evidence from Turkish firms (2006, neutral): “They are (1) employment security, (2) selective hiring, (3) extensive training, (4) interaction facilitates, (5) team activities, (6) sharing information-feedback, (7) performance review (8) incentives to meet objectives, (9) written policy, (10) communication strategy (Ahmad and Schroeder, 2003 ; ”
Meta-Analytic Review of Employee Turnover as a Predictor of Firm Performance (2013, background): “Prior studies have shown that differences exist across countries in terms of human resource management practices (Ahmad & Schroeder, 2003), culture (e.g., Hofstede, 1980), and governmental policies and regulations (Morishima, 1995).”
Talent management, talent mindset competency and job performance: the mediating role of job satisfaction (2015, background): “In fact, empirical validation of the findings in operations across countries and/or industries is nearly non-existent and very limited at best (Ahmad and Schroeder, 2003).”
Strategic human resource management: The evolution of the field (2009, background): “Ahmad and Schroeder (2003) examined the relationship between HRM practices and operations management across countries and industries.”
The role of human capital philosophy in promoting firm innovativeness and performance: test of a causal model (2007, background): “…has studied the implications of human resource management policies/practices and human/social capital for firm performance, (e.g. Agarwala, 2003; Ahmad and Schroeder, 2003; Appleyard and Brown, 2001; d’Arcimoles, 1997; Bacon and Blyton, 2001; Bae et al., 2003; Bae and Lawler, 2000; Bjorkman and…”
HRM, Communication, Satisfaction, and Perceived Performance (2013, neutral): “Individual-level mediators that have been proposed include perceptions of climate (e.g., Gelade & Ivery, 2003; Rogg, Schmidt, Shull, & Schmitt, 2001), commitment (e.g., Ahmad & Schroeder, 2003), and skills, attitudes, and motivation (e.g., Park, Mitsuhashi, Fey, & Bjorkman, 2003).”
Work enrichment and employee voice in human resource management-performance studies (2007, methodology): “We include teamworking where it is implied that this involves empowerment, for example when Ahmad and Schroeder ( 2003 ) use the term self-managed teams, or Way ( 2002 ) the term self-directed teams.”
The value of human resource management for organizational performance (2007, result): “Ahmad and Schroeder (2003) found similar results in a sample of 107 manufacturing plants spread across Germany, Italy, Japan, and the United States.”
A universalistic perspective for explaining the relationship between HRM practices and firm performance at different points in time (2006, result): “Nevertheless, several studies concur with our results ( Ahman and Schroeder, 2003”