Hostname: page-component-7dd5485656-jtdwj Total loading time: 0 Render date: 2025-10-31T14:18:43.863Z Has data issue: false hasContentIssue false
  • English
  • Français

Do high-performance human resource practices work? The mediating role of organizational learning capability

Published online by Cambridge University Press:  14 December 2017

Pilar Jerez-Gómez ,
José Céspedes-Lorente  and
Miguel Pérez-Valls
Pilar Jerez-Gómez*
Affiliation:
Faculty of Economics & Business Sciences, University of Almeria, Almería, Spain
José Céspedes-Lorente
Affiliation:
Faculty of Economics & Business Sciences, University of Almeria, Almería, Spain
Miguel Pérez-Valls
Affiliation:
Faculty of Economics & Business Sciences, University of Almeria, Almería, Spain
*
Corresponding author: mpjerez@ual.es
Get access Rights & Permissions [Opens in a new window]

Abstract

This study explores the relationship between high-performance human resource practices and organizational outcomes, using organizational learning capability as a mediating variable. By analyzing a sample of 85 Spanish companies in the chemical industry, the results suggest that the application of high-performance human resource practices is positively related to the development of organizational learning capability. This, in turn, is positively related to the financial and non-financial firm’s performance. The mediating role of learning capability is useful and should be considered in studies that analyze the link between human resource practices and performance, a central topic in the literature on strategic human resource management. Additionally, this study provides indications which can help companies design suitable conditions for promoting organizational learning capability, which is directly related to the development of human resource systems.

Keywords

high-performance HR practicesorganizational learning capabilityinnovationproductivity

Information

Type
Research Article
Information
Journal of Management & Organization , Volume 25 , Issue 2 , March 2019 , pp. 189 - 210
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Article purchase

Temporarily unavailable

References

Alegre, J., & Chiva, R. (2008). Assessing the impact of OLC on product innovation performance: An empirical test. Technovation, 28, 315–326.Google Scholar
Aragón-Correa, A., García-Morales, V. J., & Cordón-Pozo, E. (2007). Leadership and organizational learning’s role on innovation and performance: Lessons from Spain. Industrial Marketing Management, 36(3), 337–348.Google Scholar
Arthur, J. B. (1994). Effects of HR systems on manufacturing performance and turnover. Academy of Management Journal, 37(3), 670–687.Google Scholar
Avlonitis, G. J., Kouremenos, A., & Tzokas, N. (1994). Assessing the innovativeness of organizations and its antecedents. European Journal of Marketing, 28(11), 5–28.Google Scholar
Bapuji, H., & Crossan, M. (2004). From questions to answers: Reviewing organizational learning research. Management Learning, 35(4), 397–417.Google Scholar
Barclay, D. W., Higgins, C., & Thompson, R. (1995). The partial least squares (PLS) approach to causal modeling: Personal computer adaptation and use as an illustration. Technology Studies, 2(2), 285–309.Google Scholar
Barcelona Treball (2013). Industria química: informe sectorial 2013. Barcelona Activa. Ajuntament de Barcelona.Google Scholar
Barroso, C., Cepeda, G., & Roldan, J. L. (2007). Applying maximum likelihood and PLS on different sample sizes . Heidelberg: Springer-Verlag.Google Scholar
Bayo Moriones, A., & Merino Díaz de Cerio, J. (2002). Las prácticas de recursos humanos de alto compromiso: un estudio de los factores que influyen sobre su adopción en la industria española. Cuadernos de Economía y Dirección de la Empresa , 12, 227–246.Google Scholar
Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15(3), 67–94.Google Scholar
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, 203–221.Google Scholar
Brusoni, S., & Rosenkranz, N. A. (2014). Reading between the lines: Learning as a process between organizational context and individuals’ proclivities. European Management Journal, 32(1), 147–154.Google Scholar
Cabrera, E. F., & Carretero, J. M. (2005). HRM in Spain. Management Research, 3(2), 149–160.Google Scholar
Calantone, R. J., Cavusgil, T., & Zhao, Y. (2002). Learning orientation, firm innovation capability, and firm performance. Industrial Marketing Management, 31, 515–524.Google Scholar
Carmines, E. G., & Zeller, R. A. (1979). Reliability and validity assessment (Sage University Paper Series on Quantitative Applications in the Social Sciences 07-017). Beverly Hills, CA: Sage Publications.Google Scholar
Castro, I., & Roldán, J. L. (2013). A mediation model between dimensions of social capital. International Business Review, 22, 1034–1050.Google Scholar
Cepeda, G. (2006). Understanding the link between knowledge management and firm performance, articulating and codifying critical knowledge areas. International Journal of Knowledge and Learning, 2(3/4), 238–262.Google Scholar
Chen, C.-J., & Huang, J.-W. (2009). Strategic HR practices and innovation performance. The mediating role of knowledge management capacity. Journal of Business Research, 62(1), 104–114.Google Scholar
Chin, W. W. (1998). The partial least squares approach for structural equation modeling. In G. A. Marcoulides (Ed.), Modern Methods for Business Research (pp. 295–336). Mahwah, NJ: Lawrence Erlbaum Associates.Google Scholar
Chiva, R., & Camisón, C. (1999). Estilos de aprendizaje, valores organizativos y competitividad en el sector cerámico: un estudio de casos. Revista Europea de Dirección y Economía de la Empresa, 8(1), 41–62.Google Scholar
Chuang, C., & Liao, H. (2010). Strategic HRM in service context: Taking care of business by taking care of employees and customers. Personal Psychology, 63, 153–196.Google Scholar
Chung-Hsiung, F., Sue-Ting, C., & Guan-Li, C. (2011). OLC and organizational innovation: The moderating role of knowledge inertia. African Journal of Business Management, 5(5), 1864–1870.Google Scholar
Collins, C. J., & Clark, K. D. (2003). Strategic HR practices, top management team social networks, and firm performance: The role of HR practices in creating organizational competitive advantage. Academy of Management Journal, 46, 740–751.Google Scholar
Collins, C. J., & Smith, K. G. (2006). Knowledge exchange and combination: The role of HR practices in the performance of high-technology firms. Academy of Management Journal, 49(3), 544–560.Google Scholar
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501–528.Google Scholar
Crossan, M., Lane, H. W., & White, R. E. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24(3), 522–537.Google Scholar
Datta, D. K., Guthrie, J. P., & Wright, P. M. (2005). HRM and labor productivity: Does industry matter? Academy of Management Journal, 48(1), 135–145.Google Scholar
Delery, J. E., & Doty, D. H. (1996). Modes of theorizing in strategic HRM: Tests of universalistic, contingency and configurational performance predictions. Academy of Management Journal, 39(4), 802–835.Google Scholar
Delery, J. E., & Shaw, J. D. (2001). The strategic management of people in work organizations: Review, synthesis, and extension. Research in Personnel and HRM, 20, 165–197.Google Scholar
Deshpande, R., Farley, J. U., & Webster, F. E. (1993). Corporate culture, customer orientation, and innovativeness in Japanese firms, a quadrad analysis. Journal of Marketing, 57(1), 23–27.Google Scholar
DiBella, A. J. (2001). Learning practices. Assessment and action for organizational improvement. New Jersey: Prentice Hall.Google Scholar
DiBella, A. J., Nevis, E. C., & Gould, J. M. (1996). Understanding OLC. Journal of Management Studies, 33(3), 361–379.Google Scholar
Easterby-Smith, M., & Prieto, I. (2008). Dynamic capabilities and knowledge management: An integrative role for learning? British Journal of Management, 19, 235–249.Google Scholar
Efron, B., & Tibshirani, R. J. (1993). An Introduction to the Bootstrap (Monographs on Statistics and Applied Probability, 57). New York: Chapman and Hall.Google Scholar
Eisenhardt, K., & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10–11), 1105–1121.Google Scholar
FEIQUE-Federación Empresarial de la Industria Química Española (2013). Report on CSR of the Spanish chemical industry.Google Scholar
FEIQUE-Federación Empresarial de la Industria Química Española (2015). Chemical industry, second largest industrial sector of the Spanish economy (press release).Google Scholar
Fornell, C., Lorange, P., & Roos, J. (1990). The cooperative venture formation process: A latent variable structural modelling approach. Management Science, 36(10), 1246–1255.Google Scholar
Garvin, D. A. (1993). Building a learning organization. Harvard Business Review, 71(4), 78–91.Google Scholar
Gobeli, D. H., & Brown, W. B. (1994). Technological innovation strategies. Engineering Management Journal, 6(1), 17–24.Google Scholar
Goh, S. C. (2003). Improving OLC: Lessons from two case studies. The Learning Organization, 10(4), 216–227.Google Scholar
Goh, S. C., Elliott, C., & Quon, T. (2012). The relationship between learning capability and organizational performance. A meta-analytic examination. The Learning Organization, 19, 92–108.Google Scholar
Goh, S. C., & Richards, G. (1997). Benchmarking the learning capacity of organizations. European Management Journal, 15(5), 575–583.Google Scholar
Goh, S. C., & Ryan, P. (2008). The organizational performance of learning companies. The Learning Organization, 15(3), 225–239.Google Scholar
Grant, R. M. (1996). Prospering in dynamically-competitive environments: Organizational capability as knowledge integration. Organization Science, 7, 375–387.Google Scholar
Gupta, N., Shaw, J. D., & Delery, J. E. (2000). Correlates of response outcomes among organizational key informants. Organizational Research Methods, 3(4), 323–347.Google Scholar
Hair, J. F. Jr, Hult, G. T. M., Ringle, C., & Sarstedt, M. (2016). A primer on partial least squares structural equation modeling (PLS-SEM). Thousand Oaks, CA: Sage Publications.Google Scholar
Hair, J. F., Sarstedt, M., Hopkins, L., & Kuppelwieser, V. G. (2014). Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research. European Business Review, 26(2), 106–121.Google Scholar
Hair, J. F., Sarstedt, M., Pieper, T. M., & Ringle, C. M. (2012). The use of partial least squares structural equation modeling in strategic management research: A review of past practices and recommendations for future applications. Long Range Planning, 45, 320–340.Google Scholar
Hollenstein, H. (1996). A composite indicator of a firm’s innovativeness – An empirical analysis based on survey data for Swiss manufacturing. Research Policy, 25(4), 633–645.Google Scholar
Hooi, L. W., & Ngui, K. S. (2014). Enhancing organizational performance of Malaysian SMEs. The role of HRM and OLC. International Journal of Manpower, 35(7), 973–995.Google Scholar
Hulland, J. (1999). Use of partial least square (PLS) in strategic management research: A review of four recent studies. Strategic Management Journal, 20, 195–204.Google Scholar
Hult, G. T., & Ferrell, O. C. (1997). Global OLC in purchasing: Construct and measurement. Journal of Business Research, 40, 97–111.Google Scholar
Huselid, M. A. (1995). The impact of HRM practices on turnover, productivity and corporate financial performance. Academy of Management Journal, 38(3), 635–672.Google Scholar
Hyondong, K., & Kang, S. C. (2013). Strategic HR functions and firm performance: The moderating effects of high-involvement work practices. Asia Pacific Journal of Management, 30(1), 91–113.Google Scholar
Jerez-Gómez, P., Céspedes-Lorente, J., & Valle-Cabrera, R. (2005a). Organizational learning capability: A proposal of measurement. Journal of Business Research, 58, 715–725.Google Scholar
Jerez-Gómez, P., Céspedes-Lorente, J., & Valle-Cabrera, R. (2005b). Organizational learning and compensation strategies: Evidence from the Spanish chemical industry. Human Resource Management, 44(3), 279–300.Google Scholar
Jiang, K., Lepak, D., Hu, J., & Baer, J. (2012). How does HRM influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of Management Journal, 55(6), 1264–1294.Google Scholar
Jiang, J. Y., & Liu, C.-W. (2015). High performance work systems as organizational effectiveness: the mediating role of social capital. Human Resource Management Review, 25(1), 126–137.Google Scholar
Johansson, J. K., & Yip, G. S. (1994). Exploiting globalization potential: U.S. and Japanese strategies. Strategic Management Journal, 15(8), 579–601.Google Scholar
Jones, A. M., & Hendry, C. (1994). The learning organization: Adult learning and organizational transformation. British Journal of Management, 5(2), 153–162.Google Scholar
Jones, E., Sundaram, S., & Chin, W. W. (2002). Factors leading to sales force automation use: A longitudinal analysis. Journal of Personal Selling and Sales Management, 22(3), 145–156.Google Scholar
Kaiser, S. M., & Holton, E. F. (1998). The learning organization as a performance improvement strategy. In R. Torraco (Ed.), Proceedings of the 1998 Annual Academy of HR Development Conference (pp. 75–82). Oak Brook, IL: Academy of Human Resource Development.Google Scholar
Kamoche, K., & Mueller, F. (1998). HRM and the appropriation-learning perspective. Human Relations, 51(8), 1033–1060.Google Scholar
Karagozoglu, N., & Brown, W. B. (1988). Adaptive responses by conservative and entrepreneurial firms. Journal of Product Innovation Management, 5(4), 269–281.Google Scholar
Kehoe, R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees attitudes and behaviours. Journal of Management, 39(2), 366–391.Google Scholar
Kleinschmidt, E. J., & Cooper, R. G. (1991). The impact of product innovativeness on performance. Journal of Product Innovation Management, 8(4), 240–251.Google Scholar
Koch, M. J., & McGrath, G. R. (1996). Improving labor productivity: HRM policies do matter. Strategic Management Journal, 17, 335–354.Google Scholar
Kofman, F., & Senge, P. M. (1993). Communities of commitment: The heart of learning organizations. Organizational Dynamics, 22(2), 4–24.Google Scholar
Kuo, T. (2011). How to improve organizational performance through learning and knowledge? International Journal of Manpower, 32(5/6), 581–603.Google Scholar
Lähteenmäki, S., Toivonen, J., & Mattila, M. (2001). Critical aspects of organizational learning research and proposals for its measurement. British Journal of Management, 12, 113–129.Google Scholar
Lei, D., Hitt, M. A., & Bettis, R. (1996). Dynamic core competences through meta-learning and strategic context. Journal of Management, 22(4), 549–569.Google Scholar
Lei, D., Slocum, J. W., & Pitts, R. A. (1999). Designing organizations for competitive advantage: The power of unlearning and learning. Organizational Dynamics, 37(3), 24–38.Google Scholar
Leonard-Barton, D. (1992). The factory as a learning laboratory. Sloan Management Review, 34(1), 23–38.Google Scholar
Lodorfos, G., & Boateng, A. (2006). The role of culture in the merger and acquisition process: Evidence from the European chemical industry. Management Decision, 44(10), 1405–1421.Google Scholar
López-Cabrales, A., Pérez-Luño, A., & Valle-Cabrera, R. (2009). Knowledge as a mediator between HRM practices and innovative activity. Human Resource Management, 48(4), 485–503.Google Scholar
López-Cabrales, A., Real, J., & Valle, R. (2011). Relationships between HRM practices and OLC. The mediating role of human capital. Personnel Review, 40, 344–363.Google Scholar
Mahoney, J. T. (1995). The management of the resources and the resource of management. Journal of Business Research, 33, 91–101.Google Scholar
McGill, M., & Slocum, J. W. (1993). Unlearning the organization. Organizational Dynamics, 22(2), 67–79.Google Scholar
McGill, M., Slocum, J. W., & Lei, D. (1992). Management practices in learning organizations. Organizational Dynamics, 21(1), 5–17.Google Scholar
Miller, D., & Friesen, P. H. (1982). Innovation in conservative and entrepreneurial firms, two models of strategic momentum. Strategic Management Journal, 3(1), 1–25.Google Scholar
Mitchell, R., Obeidat, S., & Bray, M. (2013). The effect of strategic human resource management on organizational performance: The mediating role of high-performance human resource practices. Human Resource Management, 52(6), 899–921.Google Scholar
Moingeon, B., & Edmondson, A. (Eds.) (1996). Organizational learning and competitive advantage. London: Sage.Google Scholar
Murat, I., & Baki, B. (2011). Antecedents and performance impacts of product versus process innovation. European Journal of Innovation Management, 14(2), 172–206.Google Scholar
Nahapiet, J., & Ghoshal, S. (1998). Social capital, intellectual capital, and the organizational advantage. Academy of Management Review, 23, 242–266.Google Scholar
Naman, J. L., & Slevin, D. P. (1993). Entrepreneurship and the concept of fit: A model and empirical test. Strategic Management Journal, 14(2), 135–152.Google Scholar
Nevis, E. C., DiBella, A. J., & Gould, J. M. (1995). Understanding organizations as learning systems. Sloan Management Review, 36(2), 73–85.Google Scholar
Nicolini, D., & Meznar, M. (1995). The social construction of organizational learning: Conceptual and practical issues in the field. Human Relations, 48(7), 727–746.Google Scholar
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York: Oxford University Press.Google Scholar
Nunnally, J. C. (1978). Psychometric theory. New York: McGraw-Hill.Google Scholar
Paauwe, J. (2009). HRM and performance: Achievements, methodological issues and prospects. Journal of Management Studies, 46(1), 129–142.Google Scholar
Paauwe, J., & Boselie, P. (2005). HRM and performance: What next? Human Resource Management Journal, 15(4), 68–82.Google Scholar
Picón, A., Castro, I., & Roldán, J. L. (2014). The relationship between satisfaction and loyalty: A mediator analysis. Journal of Business Research, 67, 746–751.Google Scholar
Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.Google Scholar
Posthuma, R. A., Campion, M. C., Masimova, M., & Campion, M. A. (2013). A high performance work practices taxonomy: Integrating the literature and directing future research. Journal of Management, 39(5), 1184–1220.Google Scholar
Preacher, K. J., & Hayes, A. F. (2004). SPSS and SAS procedures for estimating indirect effects in simple mediation models. Behavior Research Methods, 36(4), 717–731.Google Scholar
Preacher, K. J., & Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods, 40(3), 879–891.Google Scholar
Prieto, I., & Revilla, E. (2006a). Assessing the impact of learning capability on business performance: Empirical evidence from Spain. Management Learning, 37(4), 499–522.Google Scholar
Prieto, I., & Revilla, E. (2006b). Learning capability and business performance: A non-financial and financial assessment. The Learning Organization, 13(2), 166–185.Google Scholar
Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The effects of cohesion and range. Administrative Science Quarterly, 48, 240–267.Google Scholar
Roca Puig, V., Escrig Tena, A. B., & Bou Llusar, J. C. (2002). Compromiso con los empleados y estrategia competitiva: un análisis intersectorial de su repercusión sobre los resultados. CEDE, 12, 267–289.Google Scholar
Roche, W. K. (1999). In search of commitment-oriented HRM and the conditions that sustain them. Journal of Management Studies, 36(5), 653–678.Google Scholar
Santos-Vijande, M. L., López-Sánchez, J. A., & González-Mieres, C. (2012a). Organizational learning, innovation and performance in KIBS. Journal of Management & Organization, 18(6), 870–904.Google Scholar
Santos-Vijande, M. L., López-Sánchez, J. A., & Trespalacios, J. A. (2012b). How organizational learning affects a firm’s flexibility, competitive strategy and performance. Journal of Business Research, 65(8), 1079–1089.Google Scholar
Sanz-Valle, R., Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Pérez-Caballero, L. (2011). Linking organizational learning with technical innovation and organizational culture. Journal of Knowledge Management, 15(6), 997–1015.Google Scholar
Senge, P. M. (1990). The fifth discipline: Art and practice of the learning organization. New York: Doubleday.Google Scholar
Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational performance. Journal of Management, 43(4), 973–997.Google Scholar
Shipton, H. (2006). Cohesion or confusion? Towards a tipology for organizational learning research. International Journal of Management Reviews, 8(4), 233–252.Google Scholar
Slocum, J. W., McGill, M., & Lei, D. T. (1994). The new learning strategy: Anytime, anything, anywhere. Organizational Dynamics, 23(2), 33–47.Google Scholar
Smith, K. G., Collins, C. J., & Clark, K. D. (2005). Existing knowledge, knowledge creation capability, and the rate of new product introduction in high technology firms. Academy of Management Journal, 48, 346–357.Google Scholar
Spender, J. C. (1996). Making knowledge the basis of a dynamic theory of the firm. Strategic Management Journal, 17, 45–62.Google Scholar
Spicer, D., & Sadler-Smith, E. (2006). Organizational learning in smaller manufacturing firms. International Small Business Journal, 24(2), 133–158.Google Scholar
Subramanian, A., & Nilakanta, S. (1996). Organizational innovativeness, exploring the relationship between organizational determinants of innovation, types of innovations, and measures of organizational performance. Omega, 24(6), 631–647.Google Scholar
Takeuchi, N., Wakabayashi, M., & Chen, Z. (2003). The strategic HRM configuration for competitive advantage: Evidence from Japanese firms in China and Taiwan. Asia Pacific Journal of Management, 20(4), 447–465.Google Scholar
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.Google Scholar
Theriou, G., & Chatzoglou, P. (2008). Enhancing performance through best HRM practices, organizational learning and knowledge management. A conceptual framework. European Business Review, 20, 185–207.Google Scholar
Tohidi, H., Seyedaliakbar, S. M., & Mandegari, M. (2012). Organizational learning measurement and the effect on firm innovation. Journal of Enterprise Information Management, 25(3), 219–245.Google Scholar
Truss, C., Gratton, L., Hope-Hailey, V., McGovern, P., & Stiles, P. (1997). Soft and hard models of HRM: A reappraisal. Journal of Management Studies, 34, 53–73.Google Scholar
Tsang, E. W. (1997). Organizational learning and the learning organization: A dichotomy between descriptive and prescriptive research. Human Relations, 50(1), 73–89.Google Scholar
Tsui, A. S., Pearce, J. L., Porter, L. W., & Hite, J. P. (1995). Choice of employee-organization relationship: Influence of external and internal organizational factors. Research in Personnel and HRM, 13, 177–181.Google Scholar
Tsui, A. S., Pearce, J. L., Porter, L. W., & Tripoli, A. M. (1997). Alternative approaches to the employee-organizations relationship: Does investment in employees pay off? Academy of Management Journal, 40, 1089–1121.Google Scholar
Ulrich, D., Jick, T., & Von Glinow, M. A. (1993). High-impact learning: Building and diffusing learning capability. Organizational Dynamics, 22(2), 52–66.Google Scholar
Van Esch, E., Wei, L. Q., & Chiang, F. F. T. (2016). High-performance human resource practices and firm performance: The mediating role of employees’ competencies and the moderating role of climate for creativity. The International Journal of HRM, published online, 1–26.Google Scholar
Williams, A. P. (2001). A belief-focused process model of organizational learning. Journal of Management Studies, 38(1), 67–85.Google Scholar
Wright, P. M., Dunford, B. B., & Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of Management, 27, 701–721.Google Scholar
Wu, C., & Fang, K. (2010). Improving project performance through organizational learning: An empirical study. Technology Analysis & Strategic Management, 22(2), 261–276.Google Scholar
Yamin, S., Mavondo, F., Gunasekaran, A., & Sarros, J. (1997). A study of competitive strategy, organizational innovation and organizational performance among Australian manufacturing companies. International Journal of Production Economics, 52(1/2), 161–172.Google Scholar
Yeung, A. K., Ulrich, D. O., Nason, S. W., & Von Glinow, M. A. (1999). OLC: Generating and generalizing ideas with impact. New York: Oxford University Press.Google Scholar
Yu, G. C., Park, W. S., & Cho, Y. H. (2007). MNCs’ HRM strategy and country of origin effect: Do North American, European and Japanese firms really differ? Management Revue, 18, 392–409.Google Scholar
Zollo, M., & Winter, S. G. (2002). Deliberate learning and the evolution of dynamic capabilities. Organization Science, 13(3), 339–351.Google Scholar