Moving HR to a higher level: HR practices and organizational effectiveness.

By Cheri Ostroff, D. Bowen. 2000

560 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e4e586c3126a717b25d555d3d91723f054da6d50

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Citations in the corpus

The Dynamics of Emergence: Cognition and Cohesion in Work Teams (2012, background): “The principles of MLT make it clear that there have to be underlying contextual and emergent mechanisms driving such influences, but what are they and how do they work (Ostroff and Bowen, 2000; Ployhart, 2012)?”
Employee well-being and the HRM-organizational performance relationship: A review of quantitative studies (2012, unknown): “Although it has been argued that HR systems can be directed towards one specific goal or objective (Ostroff and Bowen 2000), HR systems can have multiple goals: for example, organizations can be concerned with maintaining some degree of wellbeing while simultaneously pursuing labour productivity (Bo”
Structural Impacts on the Occurrence and Effectiveness of Transformational Leadership: An Empirical Study at the Organizational Level of Analysis (2010, methodology): “Second, this study is located at the organizational level of analysis, conceptualizing TFL as an organization-level climate variable (cf. Chen & Bliese, 2002; Ostroff & Bowen, 2000).”
High-performance work system and intention to leave: a mediation model (2014, background): “Several researchers (e.g. Ostroff and Bowen 2000) consider that HR practices affect organisational results through various social mechanisms, such as climate, social exchange and employees’ attitudes and behaviours.”
Change the Referent? A Meta-Analytic Investigation of Direct and Referent-Shift Consensus Models for Organizational Climate (2016, methodology): “Third, climate researchers (Carr, Schmidt, ford, & DeShon, 2003; Ostroff & Bowen, 2000; Ostroff et al., 2003) have argued for and supported the notion that climates help shape individual (e.g., Seibert, Silver, & Randolph, 2004) and shared employee attitudes (e.g., Richardson & Vandenberg, 2005).”
Validating the human resource system structure: A levels-based strategic HRM approach (2007, background): “…a firm's HR system as a multi-level construct, consisting of multiple hierarchically arranged components (e.g. Colbert, 2004; Delery, 1998; Kepes & Delery, 2006; Lepak & Snell, 1999; Ostroff & Bowen, 2000; Schuler, 78 J.B. Arthur, T. Boyles / Human Resource Management Review 17 (2007) 77–92”
Test of a service profit chain model in the retail banking sector (2005, methodology): “Our staring point is the conceptual model of organizational functioning proposed by Ostroff and Bowen (2000). (A broadly similar Garry A.”
Human resource management–well‐being–performance research revisited: Past, present, and future (2019, background): “…their pioneering studies of the relationship between HRM, WB, and performance, which were soon followed by further major calls for integrating employee attitudes and behaviours into the HRM-organisational performance relationship (Guest, 2002; Ostroff & Bowen, 2000; Wright & Boswell, 2002).”
Disentangling Risk and Change (2015, background): “Finally, and following researchers who have leveraged multilevel theory to examine and extend core management theories (e.g., Cappelli and Sherer, 1991; Ostroff and Bowen, 2000; Moliterno and Mahony, 2011; Ployhart and Moliterno, 2011), we see an opportunity to leverage a multilevel framing to exami”
Clarifying the construct of human resource systems: Relating human resource management to employee performance (2012, background): “Recruitment and selection policies can impact employees’ initial acquisition of knowledge and skills, while training policy may further provide firm-specific knowledge and skills for employees to perform assigned tasks (Delery, 1998; Ostroff & Bowen, 2000).”
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model (2014, background): “…that perceptions of the work environment impact on individual behaviors through their effect on affective states (Kopelman, Brief, & Guzzo, 1990; Ostroff & Bowen, 2000), and two meta-analytic reviews of climate research at the individual level support such a mediating mechanism (Carr, Schmidt,…”
LEVEL AND DISPERSION OF SATISFACTION IN TEAMS: USING FOCI AND SOCIAL CONTEXT TO EXPLAIN THE SATISFACTION-ABSENTEEISM RELATIONSHIP (2007, background): “…for this lack of integration is the fact that many unit-level studies are based on a direct consensus approach to aggregation, whereby minimum standards of within-group agreement must be met for aggregation (Gonzalez-Roma, Peiro, & Tordera, 2002; Kozlowski & Klein, 2000; Ostroff & Bowen, 2000).”
The Application of the Multilevel Paradigm in Human Resource Management–Outcomes Research: Taking Stock and Going Forward (2019, background): “…importance and contribution of the group to the organization but also on the occupational composition of the group and its position in the functional and hierarchical division of labor of the organization (Buller & McEvoy, 2012; Huselid & Becker, 2011; Lepak & Snell, 2002; Ostroff & Bowen, 2000).”