Premium
The role of corporate culture in the process of strategic human resource management: Evidence from Chinese enterprises
Author(s) -
Wei Liqun,
Liu Jun,
Zhang Yichi,
Chiu Randy K.
Publication year - 2008
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20244
Subject(s) - business , strategic human resource planning , extant taxon , organizational culture , process (computing) , china , empirical research , human resource management , resource (disambiguation) , strategic planning , sample (material) , knowledge management , process management , marketing , management , political science , economics , computer science , computer network , philosophy , chemistry , epistemology , chromatography , evolutionary biology , law , biology , operating system
Extant research on strategic human resource management (SHRM) has primarily focused on the content of SHRM (best practices, bundles of practices, etc.) and its effect on firm performance. Little research has examined the SHRM process so as to better understand how SHRM is adopted and implemented and what impact it has on organizational processes and outcomes. This article examines the role of corporate culture in the SHRM adoption and implementation process. Empirical results from a sample of 223 Chinese enterprises indicate that corporate culture has an impact on the adoption of SHRM, and that different types of culture affect the SHRM process differently. Specifically, group and developmental cultures have positive effects on the adoption of SHRM, but the effect of hierarchical culture is not significant. Developmental culture is also found to have a direct effect on firm performance. This study offers significant implications for HRM in China and other dynamic and emerging economies. © 2008 Wiley Periodicals, Inc.