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Resource orchestration in practice: CEO emphasis on SHRM , commitment‐based HR systems, and firm performance
Author(s) -
Chadwick Clint,
Super Janice F.,
Kwon Kiwook
Publication year - 2015
Publication title -
strategic management journal
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 11.035
H-Index - 286
eISSN - 1097-0266
pISSN - 0143-2095
DOI - 10.1002/smj.2217
Subject(s) - orchestration , operationalization , business , resource (disambiguation) , human resource management , antecedent (behavioral psychology) , strategic management , sample (material) , knowledge management , marketing , industrial organization , computer science , psychology , art , musical , computer network , visual arts , philosophy , developmental psychology , chemistry , epistemology , chromatography
In order to be effective, managers at all levels of the firm must engage in resource management activities, and these efforts are synchronized and orchestrated by top management. Using a specific type of strategic resource, commitment‐based human resource systems, we examine the effect of CEO resource orchestration in a multi‐industry sample of 190 K orean firms. Our results demonstrate that CEO emphasis on strategic HRM is a significant antecedent to commitment‐based HR systems. Furthermore, our results also suggest that CEO emphasis on strategic HRM has its primary effects on firm performance through commitment‐based HR systems. This finding underscores the importance of middle managers in operationalizing top management's strategic emphasis, lending empirical support to a fundamental tenet of resource orchestration arguments . Copyright © 2013 John Wiley & Sons, Ltd.