Using social exchange theory to predict the effects of high‐performance human resource practices on corporate entrepreneurship: Evidence from China | Zendy

Zhang Zhe | Zendy; Jia Ming | Zendy

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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) - china , social exchange theory , entrepreneurship , business , human resource management , knowledge management , resource (disambiguation) , human resources , resource dependence theory , organizational behavior and human resources , organizational performance , multilevel model , management , marketing , psychology , social psychology , economics , political science , computer network , finance , machine learning , computer science , 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.

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