HRM, organizational capacity for change, and performance: a global perspective

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Shipton, H. ORCID: 0000-0003-4006-7923, Budhwar, P.S. and Crawshaw, J., 2012. HRM, organizational capacity for change, and performance: a global perspective. Thunderbird International Business Review, 54 (6), pp. 777-790. ISSN 1096-4762

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Official URL: http://dx.doi.org/10.1002/tie.21503

Abstract

This special issue brings together a variety of articles, each one enriching understanding about whether and how human resource management (HRM) influences organizational performance (however defined) against a backdrop of complex change. We present a preliminary framework that enables us to integrate the diverse themes explored in the special issue, proposing a mediating role for organizational change capacity (OCC). OCC represents a particular subset within the resource- based literature labeled as “dynamic capabilities.” Although not well researched, there is evidence that OCC is positively associated with firm performance and that this relationship is stronger given conditions of high uncertainty. Our framework reflects on external and internal parameters, which we suggest moderate the relationship between human resource management (HRM), OCC, and organizational performance. Our intention is to provide compelling insight for both practitioners and researchers, especially those whose remit extends beyond national boundaries, with reference to areas of the globe as disparate as Greece, Ireland, Pakistan, Switzerland, and the United Kingdom.

Item Type:

Journal article

Description:

Special Issue: A Global Perspective on HRM.

Publication Title:

Thunderbird International Business Review

Creators:

Shipton, H., Budhwar, P.S. and Crawshaw, J.

Publisher:

Wiley

Date:

2012