High-Performance Work Systems and Organizational Performance: The Mediating Role of Internal Social Structure

By W. Evans, W. Davis. 2005

748 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/f29c10697bb65d474e1deb0d3f5133a4bc554fa5

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Strategic human resource management: The evolution of the field (2009, background): “In another article addressing issues of social capital, Evans and Davis (2005) developed a theoretical framework showing how high performance work systems (HPWS) positively influence the internal social structure by facilitating network ties, generalized norms of reciprocity, shared mental models,…”
An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations. (2007, positive): “Although there are certainly other potential mediators that may play a role in linking HPWS and performance (e.g., Evans & Davis, 2005; Wright & Gardner, 2003), we believe that this study contributes both theoretically and methodologically to explaining how HR systems influence firm performance.”
Validating the human resource system structure: A levels-based strategic HRM approach (2007, background): “…the most significant conceptual issue involves understanding how the central construct in this literature, the human resource system, affects firm performance outcomes (Becker & Huselid, 2006; Bowen & Ostroff, 2004; Evans & Davis, 2005; Ferris, Hochwarter, Buckley, Harrell-Cook, & Frink, 1999).”
How Does Human Resource Management Influence Organizational Outcomes? A Meta-analytic Investigation of Mediating Mechanisms (2012, background): “…theoretical and empirical research has suggested that HRM can provide firms with organizational capital reflected by internal fit and flexibility (Evans & Davis, 2005; Wright & Snell, 1998) and social capital (Collins & Clark, 2003; Delery & Shaw, 2001; Gittell, Seidner, & Wimbush, 2010), both…”
HRM practices for human and social capital development: effects on innovation capabilities (2016, background): “Evans and Davis (2005) also argue that practices such as self-managed teams, flexible job assignments, open communication, selective training or performance-contingent compensation influence multiple dimensions of the organization’s social structure.”
A Relational Model of How High-Performance Work Systems Work (2010, background): “Though the types of employee-employee relationships explored in these studies are varied, including relational coordination (Gittell 2000), social networks (Collins and Clark 2003, Gant et al. 2002), social capital (Evans and Davis 2005, Leana and Van Buren 1999), and mindful interacting (Vogus…”
HOW MUCH DO HIGH-PERFORMANCE WORK PRACTICES MATTER? A META-ANALYSIS OF THEIR EFFECTS ON ORGANIZATIONAL PERFORMANCE (2006, background): “These positive changes in the internal social structure increase organizational flexibility and efficiency (Evans & Davis, 2005).”