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This article draws on path dependency literature and recent extensions to frame the evolution of high performance work systems (HPWS) in the U.S. and to reflect on the implications for firms and policy. The article briefly discusses institutional and social influences in the U.S. context that may be “locking in” managerial behavior that can prevent HPWS from diffusing or that renders HPWS vulnerable over time. In the face of this, in the short run firms may need to insulate the organization from institutional pressures and behavior that can erode new work systems. The article concludes by noting corporate governance models that elevate employee voice and security may be more compatible with HPWS for the long term.

Path Dependence And Behavorial Lock-In At Work: The Challenge Of Sustaining High Performance Work Systems In The U.S.