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Strategic human resource practices, top management team social networks, and firm performance: the role of human resource practices in creating organizational competitive advantage (2003)
| Venue: | Academy of Management Journal |
| Citations: | 87 - 2 self |
BibTeX
@ARTICLE{Collins03strategichuman,
author = {Christopher J. Collins and Kevin D. Clark},
title = {Strategic human resource practices, top management team social networks, and firm performance: the role of human resource practices in creating organizational competitive advantage},
journal = {Academy of Management Journal},
year = {2003},
pages = {740--752}
}
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Abstract
In this article, we begin to explore the black box between human resources (HR) practices and firm performance. Specifically, we examine the relationships between a set of network-building HR practices, aspects of the external and internal social networks of top management teams, and firm performance. Results from a field study with 73 high-technology firms showed that the relationships between the HR practices and firm performance (sales growth and stock growth) were mediated through their top managers ’ social networks. Researchers in the field of strategic human re-source management (SHRM) have increasingly re-lied on the resource-based view of the firm to ex-plain the role of human resource practices in firm performance (Wright, Dunford, & Snell, 2001). In-deed, theoretical research on SHRM has suggested that systems of HR practices may lead to higher firm performance and be sources of sustained com-
Keyphrases
firm performance human resource practice strategic human resource practice top management team social network organizational competitive advantage hr practice field study sustained com stock growth top manager social network black box high-technology firm network-building hr practice human resource theoretical research internal social network resource-based view strategic human re-source management top management team sale growth
