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Using social exchange theory to predict the effects of high‐performance human resource practices on corporate entrepreneurship: Evidence from China
Author(s) -
Zhang Zhe,
Jia Ming
Publication year - 2010
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.20378
Subject(s) - social exchange theory , china , human resource management , entrepreneurship , business , resource (disambiguation) , knowledge management , resource dependence theory , human resources , organizational behavior and human resources , multilevel model , organizational performance , management , marketing , psychology , economics , social psychology , political science , computer science , computer network , finance , machine learning , law
Using the foundation of social exchange theory, we examined underlying mechanisms linking the relationship of high‐performance human resource practices and corporate entrepreneurship (CE). Specifically, we explore why and under what conditions these two concepts are related. A multilevel analysis of data from biotechnology pharmaceutical enterprises in the People's Republic of China revealed that employees' perceived organizational support (POS) mediated the relationship between high‐performance human resource practices and CE. Further, organizational culture moderates the relationship between high‐performance human resource practices and employees' POS. The implications of these findings for both management theory and practice are discussed. © 2010 Wiley Periodicals, Inc.