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Business Strategy, Participative Human Resource Management and Organizational Performance: The Case of South Korea *
Author(s) -
Lee Michael Byungnam,
Chee YongHee
Publication year - 1996
Publication title -
asia pacific journal of human resources
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.825
H-Index - 33
eISSN - 1744-7941
pISSN - 1038-4111
DOI - 10.1177/103841119603400105
Subject(s) - generalizability theory , human resource management , typology , business , competitive advantage , strategic management , strategic human resource planning , human resources , organizational behavior and human resources , knowledge management , organizational performance , empirical research , marketing , management , economics , computer science , psychology , sociology , developmental psychology , philosophy , epistemology , anthropology
Empirical research on strategic human resource management is in infancy. Little is known about the approaches companies use to link their strategic choices with human resource practices to achieve superior financial performance. Moreover, the studies conducted to date have used data from US companies, raising a question about the generalizability of these findings to other countries. In contrast, the current study empirically tests typology of competitive strategy, dimensions of participative human resource management and their impact on firm performance by using a data set from South Korean manufacturing firms. While competitive strategy types showed differential firm performance effect, the performance effect of participative human resource management types and their interactions with strategy were limited. Also, performance effects of sixteen different competitive strategy/participative human resource management matches have been explored.