An empirical examination of the mechanisms mediating between high-performance work systems and the performance of Japanese organizations.

By Riki Takeuchi, David P. Lepak, Heli Wang, K. Takeuchi. Journal of Applied Psychology, 2007

962 citations recorded by the source corpus.

The resource-based view of the firm and social exchange perspectives are invoked to hypothesize linkages among high-performance work systems, collective human capital, the degree of social exchange in an establishment, and establishment performance. The authors argue that high-performance work systems generate a high level of collective human capital and encourage a high degree of social exchange within an organization, and that these are positively related to the organization's overall performance. On the basis of a sample of Japanese establishments, the results provide support for the existence of these mediating mechanisms through which high-performance work systems affect overall establishment performance.

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

View Paper: https://www.semanticscholar.org/paper/f92023b8e54f8abbaf74b9944bbf590d252f052d

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Citations in the corpus

Resource-Based Perspectives on Unit-Level Human Capital (2014, background): “Similarly, Takeuchi et al. (2007) found that the relationship between HRM policies and practices and unit performance was mediated by HC and SC.”
Delighting the Customer: Creativity-Oriented High-Performance Work Systems, Frontline Employee Creative Performance, and Customer Satisfaction (2019, methodology): “Although myriad theoretically informed variables, such as social exchange-based constructs (Takeuchi et al., 2007), have been employed to account for the performance effects of HPWS, we focused this study on SDT.”
Developing and Leveraging Human Capital Resource to Promote Service Quality (2016, background): “Our findings suggest that in addition to the demonstrated influence of collective human capital on work-unit-level performance (Takeuchi et al., 2007), work units with high levels of KSAs particularly in a service context become knowledge brokers and, therefore, are able to diagnose problems, think…”
High-Performance Work Systems and Job Control (2013, methodology): “connection between HPWS utilization and aggregated performance measures (Guthrie, 2001; Huselid, 1995; Takeuchi et al., 2007) and the potential effects of the nature of the workforce on employee perceptions of HPWS.”
HRM and Performance – The Role of Talent Management as a Transmission Mechanism in an Emerging Market Context (2018, neutral): “Scholars attest to the significance of the alignment between HRM and firm’s strategy (Martell and Carroll, 1995; Rose and Kumar, 2006; Lepak et al., 2007) and firms are urged to establish a clear link between these and their TM strategies (Garavan, 2012, Tarique and Schuler, 2014, Schuler, 2015).”
High‐performance work system and employee performance: the mediating roles of social exchange and thriving and the moderating effect of employee proactive personality (2018, background): “…comprehensive recruitment, rigorous selection, and developmental performance management reflect organizational investment in employees’ development, and communicate messages to employees regarding organizations’ intentions to develop long-term relationships with them (Takeuchi et al. 2007).”
The turn to employees in the measurement of human resource practices: A critical review and proposed way forward (2019, background): “Recruitment and selection Selection emphasises their ability to collaborate and work in teams (Takeuchi et al., 2007).”