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Most Cited Human Resource Management Review Articles
The most cited articles published since 2010, extracted from Scopus.
Volume 20, Issue 2, June 2010, Pages 115-131
Sheng Wang | Raymond A. Noe
The success of knowledge management initiatives depends on knowledge sharing. This paper reviews qualitative and quantitative studies of individual-level knowledge sharing. Based on the literature review we developed a framework for understanding knowledge sharing research. The framework identifies five areas of emphasis of knowledge sharing research: organizational context, interpersonal and team characteristics, cultural characteristics, individual characteristics, and motivational factors. For each emphasis area the paper discusses the theoretical frameworks used and summarizes the empirical research results. The paper concludes with a discussion of emerging issues, new research directions, and practical implications of knowledge sharing research. © 2009 Elsevier Inc. All rights reserved.
Volume 20, Issue 3, September 2010, Pages 203-211
Yaakov Weber | Shlomo Yedidia Tarba
An extensive body of literature has investigated financial and strategic variables as predictors of mergers and acquisitions (M&A) performance without finding clear relationships. This paper proposes a knowledge-based view of acquisitions and suggests that to enhance M&A performance acquirers must use human resources (HR) practices that develop integration capabilities during post-merger integration. The paper explains the specific effects of HR practices in M&A in Israel, a country that serves as a microcosm for developed Western countries. © 2009 Elsevier Inc.
Volume 21, Issue 4, December 2011, Pages 268-284
W. Keith Campbell | Brian J. Hoffman | Stacy M. Campbell | Gaia Marchisio
The literature on narcissism in organizational contexts is reviewed. We begin by describing the context of narcissism and several relevant theoretical approaches to understanding it. We next describe research on narcissism in a range of organizational topics, from leadership to meta-organizational issues. We conclude by highlighting several reoccurring themes involving the role of narcissism in organizational contexts, with an emphasis on articulating directions for future research. © 2010 Elsevier Inc.
Volume 20, Issue 4, December 2010, Pages 283-294
John P. Meyer | Natalya M. Parfyonova
Among the components of the Meyer and Allen's [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1, 64-89] three-component model of organizational commitment, normative commitment (NC) has received the least attention. It is sometimes dismissed as a redundant construct that bears many similarities to affective commitment and does not explain work behaviors beyond other components. In this review, we seek to re-establish the theoretical and practical significance of NC. We argue that NC has a dual nature and that it manifests itself differently depending on the strength of other components in an employee's commitment profile. NC can be experienced either as a moral duty or a sense of indebtedness, each having different implications for work behavior. Drawing on theories of perceived organizational support, motivation, psychological contracts, leadership, and culture, the paper justifies the distinction between two "faces" of NC, delineates organizational factors that could promote a more positive interpretation of NC, and proposes an agenda for future research. © 2009 Elsevier Inc.
Volume 21, Issue 3, September 2011, Pages 243-255
Cynthia A. Lengnick-Hall | Tammy E. Beck | Mark L. Lengnick-Hall
Resilient organizations thrive despite experiencing conditions that are surprising, uncertain, often adverse, and usually unstable. We propose that an organization's capacity for resilience is developed through strategically managing human resources to create competencies among core employees, that when aggregated at the organizational level, make it possible for organizations to achieve the ability to respond in a resilient manner when they experience severe shocks. We begin by reviewing three elements central to developing an organization's capacity for resilience (specific cognitive abilities, behavioral characteristics, and contextual conditions). Next we identify the individual level employee contributions needed to achieve each of these elements. We then explain how HR policies and practices within a strategic human resource management system can influence individual attitudes and behaviors so that when these individual contributions are aggregated at the organizational level through the processes of double interact and attraction-selection-attrition, the organization is more likely to possess a capacity for resilience. © 2010 Elsevier Inc.
Theoretic insights on the nature of performance synergies in human resource systems: Toward greater precision
Volume 20, Issue 2, June 2010, Pages 85-101
Synergy is a central tenet of the organizational level approach to human resource management (HRM). However, current theoretic treatments of synergy in the HRM literature are too inspecific to offer much insight about its essential characteristics in HRM systems. To move the treatment of synergy toward greater precision, this paper describes three different theoretic approaches to synergy in HRM systems: virtuous overlaps, independent effects, and efficient complementarities. Each of these approaches to synergy is better fitted to some contingencies than to others and is operationalized by different methodologies. Recognizing these different varieties of HRM system synergy allows researchers to better understand and estimate the impact of HRM systems on organizational performance. Moreover, the theoretic perspectives on synergy described here apply to many types of systems beyond HRM. © 2009 Elsevier Inc. All rights reserved.
Volume 21, Issue 2, June 2011, Pages 123-136
Jamie A. Gruman | Alan M. Saks
Many contemporary organizations are placing a greater emphasis on their performance management systems as a means of generating higher levels of job performance. We suggest that producing performance increments may be best achieved by orienting the performance management system to promote employee engagement. To this end, we describe a new approach to the performance management process that includes employee engagement and the key drivers of employee engagement at each stage. We present a model of engagement management that incorporates the main ideas of the paper and suggests a new perspective for thinking about how to foster and manage employee engagement to achieve high levels of job performance. © 2010 Elsevier Inc.
Volume 20, Issue 4, December 2010, Pages 295-308
Marie Élène Roberge | Rolf van Dick
Diversity does not only bring positive consequences. It has often been recognized that heterogeneity in teams can reduce intra-group cohesiveness, and that it can lead to conflicts and misunderstandings which, in turn, can lower employee satisfaction, citizenship behaviors and increase turnover. On the other hand, there is also evidence for performance-increasing effects of diversity because it can improve creativity and innovation through the team members' greater variety of perspectives. Little is known, however, about the conditions and the psychological mechanisms required for increasing group performance under diverse settings. Answers to research questions such as how and when diversity influences performance at work are still limited. The purpose of the paper is to provide theoretical answers to these questions by proposing a model of managing diversity which draws on social psychology theories. The model brings a new perspective by identifying the process of learning from one another's identity within a group. This process underlies two different levels of mechanisms (individual and group level). The model proposes that when these social psychological mechanisms are activated, diversity will lead to an increase in group performance. The model also suggests that collective identity is salient and when psychological safety climate are the psychological conditions that activate these mechanisms. © 2009.
Theorizing about the deviant citizen: An attributional explanation of the interplay of organizational citizenship and counterproductive work behavior
Volume 20, Issue 2, June 2010, Pages 132-143
Paul E. Spector | Suzy Fox
We present an attribution-based explanation about how helpful organizational citizenship behavior (OCB) and harmful counterproductive work behavior (CWB) are positively related under some circumstances. Attributions concerning controllability and locus of causality are important factors. Controllability attributions for OCB-eliciting demands, such as coworker lack of performance, organizational constraints, or supervisor expectations, can lead to CWB. Conversely, controllability and internal attributions for one's own CWB can lead to OCB. © 2009 Elsevier Inc. All rights reserved.
Volume 20, Issue 2, June 2010, Pages 158-167
Alma McCarthy | Colette Darcy | Geraldine Grady
Work-life balance (WLB) is receiving increasing attention in the human resource management field. Line managers are playing a more active role in HRM decision-making, including work-life balance decisions, with the devolution of human resource management responsibility. Drawing on the theory of planned behavior, this paper develops a conceptual model explaining what affects line manager WLB policy and practice behaviors and the consequent impact on employee WLB experience in their organizations. Line manager WLB policy involvement, policy awareness, perceived policy instrumentality, and personal policy utilization are variables which are proposed to impact line manager attitudes towards WLB policies. These attitudes, in turn, are proposed to affect three employee WLB policy outcomes: employee WLB policy awareness, policy uptake, and policy satisfaction. The implications for future research and practice are set out. © 2009 Elsevier Inc. All rights reserved.
Volume 22, Issue 1, March 2012, Pages 43-56
Paul F. Buller | Glenn M. McEvoy
This paper builds on previous theory and research on strategy and human resource management to identify important linkages between the firm's strategy, its human resources, and performance outcomes. First, we review the relevant literature focusing in particular on the role of human resources in creating competitive advantage. We then present a multi-level model illustrating how human resource management practices can effectively align organizational, group and individual factors with the organization's strategy. We redefine line of sight as the alignment of organizational capabilities and culture, group competencies and norms, and individual KSAs, motivation and opportunity with one another and with the organization's strategy. Further, we propose that such alignment contributes to the creation of human capital and social capital, both of which are necessary to achieve and sustain superior performance. We conclude the paper with some implications for future research and practice. © 2011 Elsevier Inc.
A review of personality and performance: Identifying boundaries, contingencies, and future research directions
Volume 21, Issue 4, December 2011, Pages 297-310
Lisa M. Penney | Emily David | L. A. Witt
This article reviews the literature linking the Big Five personality traits with job performance in order to identify the most promising directions for future research. Specifically, we recommend expanding the criterion domain to include internal and external service-oriented behavior as well as adaptive performance. We also review situational moderators of the personality-performance relationship and suggest additional moderators at the task, social, and organizational levels. Finally, we discuss trait interactions and explain why we expect that our capability to predict employee behavior will be considerably improved by considering the interaction among traits. © 2010 Elsevier Inc.
Volume 23, Issue 4, December 2013, Pages 272-285
Across six different streams of the literature (i.e., HRM; I/O psychology; educational psychology; vocational psychology; positive psychology; social psychology) we identify a number of discrepancies (i.e., between practitioner and academic interest; between talent management discourse and practice), theoretical perspectives (i.e., talent as capital; talent as individual difference; talent as giftedness; talent as identity; talent as strength; and talent as the perception of talent), tensions (i.e., object-subject; inclusive-exclusive; innate-acquired; input-output; transferable-context-dependent), and assumptions (i.e., about intuition versus data; about the effects of being labeled 'talented'; about the effects of differential treatment) which we argue can serve as a basis for theory building, methodological advances, and new empirical work. With this review, we hope to join a growing group of talent management scholars pushing to make the transition from a growing into a mature field of study, characterized by widely accepted theoretical frameworks and research designs, and supported by the scholarly community. © 2013 Elsevier Inc.
Volume 20, Issue 4, December 2010, Pages 327-339
Marco Maatman | Tanya Bondarouk | Jan Kees Looise
Organisations are increasingly establishing HRM Shared Service Models (SSMs) for the delivery of HRM. These SSMs are claimed to maximise usage of the advantages of centralised and decentralised delivery approaches while minimising the drawbacks of both. This article draws on concepts from the Resource-Based View, the Dynamic Capabilities Approach and from contingency models in order to advance the argument on HRM SSMs and their value for organisations. We propose a model that enables one to conceptualise the value created by an HRM SSM and that is contingent on the types of capabilities employed within it, the types of HRM services offered and the organisational model chosen. © 2010 Elsevier Inc.
Clarifying the construct of human resource systems: Relating human resource management to employee performance
Volume 22, Issue 2, June 2012, Pages 73-85
Kaifeng Jiang | David P. Lepak | Kyongji Han | Ying Hong | Andrea Kim | Anne Laure Winkler
Strategic human resource management researchers have strongly advocated a system perspective and provided considerable evidence that certain systems of human resource practices have a significant impact on individual and organizational performance. Yet, challenges of understanding the construct of human resource systems still remain in the literature. Specifically, few efforts have been made to explicate the internal fit in human resource systems referring to how the practices in human resource systems work together. For the purpose of clarifying human resource systems construct, we review the components of human resource systems and delineate how the parts of human resource systems work together to influence employee performance. Theoretical and empirical implications for future research are also discussed. © 2011 .
Counterproductive use of technology at work: Information & communications technologies and cyberdeviancy
Volume 20, Issue 1, March 2010, Pages 35-44
Terrance G. Weatherbee
The misuse of information and communications technology (ICTs) in the workplace is a growing problem that is expected to continue to trend upward. The consequences of this form of behaviour range from minor outcomes with little impact, to more serious outcomes with significant negative impacts to individuals, groups, and even for entire organizations. Research into technologically mediated counterproductive behaviour has lagged behind the phenomena, remains limited in scope, and is conducted in disciplinary and theoretical isolation. Conceptual clarity and theoretical synthesis are viewed as critical steps for enabling a strong program of research into this new counterproductive domain. This article proposes a potential approach for fostering conceptual clarity and identifies the necessity for a theoretical model to facilitate future investigation. © 2009 Elsevier Inc. All rights reserved.
Hearing a different drummer? Convergence of human resource management in Europe - A longitudinal analysis
Volume 21, Issue 1, March 2011, Pages 50-67
Wolfgang Mayrhofer | Chris Brewster | Michael J. Morley | Johannes Ledolter
In this paper we explore the notion of convergence in managerial practice as a result of globalization. Focused on convergence at the national level, we offer a more nuanced exposition of convergence than has been evident in previous literature and draw upon a study that empirically analyzes the development of HRM in larger private sector firms in 13 European countries between 1992 and 2004 to examine any evidence of human resource management practices becoming more alike. We find considerable evidence of directional similarity - practices increasing or decreasing in the same way across the countries - but no evidence of final convergence - countries becoming more alike in the way they manage people. The findings have important implications for theories of convergence, theories of HRM, and for practitioners in multinational corporations. © 2010 Elsevier Inc.
Volume 21, Issue 3, September 2011, Pages 209-219
Harry J. Van Buren | Michelle Greenwood | Cathy Sheehan
The purpose of this paper is to critique the shift from employee focus to strategy focus in the role of HRM. It is our contention that, contrary to assumptions of unitarism, organizational goals and employee goals remain largely in conflict. We conceptualize unitarism at three levels - normative, conceptual, and empirical - in order to explain the disparity between strategic HRM's rhetorical promotion of unity of organizational and employee goals and actual HRM practice of privileging strategic interests over employee interests. We analyze responses to a national survey of the membership of the professional body of the Australian Human Resources Institute (AHRI) to illustrate how HRM professionals prioritize competing strategic and employee foci, finding support for the argument that HRM professionals have made the shift to a strategic mindset. In so doing, HRM professionals have marginalized employee-focused HRM responsibilities and ethics activities. We discuss the implications of the decline in employee focus within HRM and suggest further areas of research development. © 2011.
Volume 20, Issue 1, March 2010, Pages 54-61
Nathan A. Bowling | Melissa L. Gruys
The current paper addresses three important yet generally overlooked issues regarding the conceptualization and measurement of counterproductive work behaviors (CWBs). First, we argue that the field would benefit from the adoption of situation-specific CWB measures that are tailored to the organization or occupation being studied. Such an approach would ensure that CWB measures include sample-relevant behaviors and exclude irrelevant behaviors. Second, we discuss several potential sub-dimensions of CWBs that should be examined in future research. These sub-dimensions include: 1) legal vs. illegal activities, 2) hostile vs. instrumental aggression, and 3) task-related vs. non-task-related counterproductive behaviors. Finally, we consider the relevance of the bandwidth-fidelity principle to the measurement of CWBs.
Volume 21, Issue 4, December 2011, Pages 285-296
P. D. Harms
Prior research has demonstrated that attachment styles are important antecedents of interpersonal relationship quality and psychological well-being. Despite this, the theory of attachment styles has been largely ignored by researchers interested in workplace phenomena. The present paper aims to explain the theory of attachment styles, why researchers have overlooked attachment styles as an antecedent of organizational behavior, and a possible means of reconciling attachment theory with current models of personality. Moreover, I will review what existing research has actually demonstrated in terms of linking attachment styles to leadership, trust, satisfaction, performance and other outcomes. Finally, I will explore what possible future directions may be taken by researchers in the future in order to broaden and deepen our understanding of the role of attachment styles in the workplace. © 2010 Elsevier Inc.
Volume 22, Issue 2, June 2012, Pages 128-145
Wendy L. Bedwell | Jessica L. Wildman | Deborah DiazGranados | Maritza Salazar | William S. Kramer | Eduardo Salas
The term collaboration has been used throughout a variety of research disciplines to describe multiple types of interaction; yet, a unified, comprehensive definition of the construct remains elusive. This lack of clarity regarding the distinctions and commonalities between collaboration and other interaction concepts has resulted in conceptual confusion that affects practice and research in human resource management. Practitioners see collaboration as more of a buzzword than as an effective human resource strategy. Previous theory development efforts have not yet taken a comprehensive multidisciplinary approach. This has resulted in failure to integrate key themes across disciplines into an overall view of collaboration, which is a commonplace practice in business and military sectors alike. This paper describes a multidisciplinary conceptualization of collaboration and discusses the implications of this integrative theory to human resource management and strategy development as well as future research efforts. © 2011 Elsevier Inc.
A review of research on personality in teams: Accounting for pathways spanning levels of theory and analysis
Volume 21, Issue 4, December 2011, Pages 311-330
Jeffery A. LePine | Brooke R. Buckman | Eean R. Crawford | Jessica R. Methot
Over the last half century there has been a great deal of interest in the role of personality in teams. In this article we review the theoretical and empirical research on this topic to summarize what we have learned and also to provide a foundation for future research necessary for application of this knowledge to human resource management decisions. We describe research that emphasizes both team- and individual-levels of analysis and theory, and we discuss recent efforts that attempt to bridge these two levels. We conclude by identifying several issues that should take precedence in research in order to advance our understanding of the role of personality in teams. © 2010 Elsevier Inc.
Volume 20, Issue 1, March 2010, Pages 18-25
E. Kevin Kelloway | Lori Francis | Matthew Prosser | James E. Cameron
We suggest that counterproductive work behaviors can be viewed as a form of protest in which organizational members express dissatisfaction with or attempt to resolve injustice within the organization. Incorporating the three key predictors (injustice, identity and instrumentality, [Klandermans, B., (1997). The social psychology of protest. Oxford: Blackwell.]) from the protest literature leads us to propose that counterproductive behaviors can be both individual and collective. Crossing this dimension with concepts of organizational and individual deviance leads to a fourfold classification of counterproductive work behaviors. © 2009 Elsevier Inc. All rights reserved.
The relationship of personality to counterproductive work behavior (CWB): An integration of perspectives
Volume 21, Issue 4, December 2011, Pages 342-352
Paul E. Spector
The workplace literature relating personality to CWB is integrated with complimentary literatures from other disciplines including developmental and social psychology. The literature is reviewed showing how both broad-based personality dimensions reflected in integrity tests and measures of the five factor model, and specific personality traits relate to counterproductive work behavior (CWB). A model is developed showing how different personality variables shown to relate to aggression and/or (CWB) might affect different steps in the process linking behavior to precipitating environmental conditions or events. Specifically Hostile Attribution Bias and Narcissism are most relevant to appraisal and attributions, Negative Affectivity and Trait Anger connect to negative emotions, and Locus of Control and Self-Control are thought to play a CWB inhibiting role. Distinctions among reactive, proactive, and relational aggression are extended to CWB. © 2010 Elsevier Inc.
Volume 20, Issue 3, September 2010, Pages 194-202
Amos Drory | Eran Vigoda-Gadot
This paper provides a critical examination of the meaning of organizational politics (OP) for human resource management (HRM). We develop our discussion in three main sections. First, we explain the commonly negative image of OP and argue that it also has some positive dimensions useful for understanding HRM. Based on this rationale and on previous writings we present a balanced and non-judgmental approach towards politics in HRM. We extend the discussion to suggest a specific typology and model that, in our view, better explains the meaning of OP for HRM than current definitions. The model includes aspects of positive/constructive HRM, negative/destructive HRM, ineffective HRM and virtual HRM. Finally, we examine the implications of the model in the context of the changing Israeli cultural environment. This historical-cultural analysis pertains to similar global shifts and points to future HRM challenges in Israel and around the world. © 2009 Elsevier Inc.