How Japanese manufacturing firms align their human resource policies with business strategies

Testing a contingency performance prediction in a Japanese context

Research output: Contribution to journalArticle

27 Citations (Scopus)

Abstract

This study examines the interaction effects of business-level strategy and HRM policies upon performance among Japanese manufacturers, in response to the current debate around the contingency fit proposition in the field of strategic human resource management (SHRM). Specifically, it was hypothesized that the three generic strategic types (cost reduction, differentiation (innovation), and quality enhancement) would moderate the relationship between particular HRM policies and the performance of Japanese manufacturing firms. The results, based on a sample of 312 Japanese manufacturers operating in the domestic environment, reveal the existence of links between appropriate strategy and HRM policies in predicting performance, providing strong support for the proposition of contingency fit from SHRM theory. The findings are used to discuss how Japanese manufacturers can align their HRM policies with business strategies to increase manufacturing performance. Limitations of the study and directions for future research are also considered.

Original languageEnglish
Pages (from-to)34-56
Number of pages23
JournalInternational Journal of Human Resource Management
Volume20
Issue number1
DOIs
Publication statusPublished - 2009
Externally publishedYes

Fingerprint

Human resource management
Personnel
Testing
Cost reduction
Industry
Innovation
Business strategy
Contingency
Prediction
Human resource policies
Manufacturing firms
Strategic human resource management

Keywords

  • Business strategy
  • Contingency fit
  • HRM-performance link
  • Japan
  • Strategic HRM

ASJC Scopus subject areas

  • Management of Technology and Innovation
  • Strategy and Management
  • Organizational Behavior and Human Resource Management

Cite this

@article{f76b470dc15547c992a8122a3d3d1a65,
title = "How Japanese manufacturing firms align their human resource policies with business strategies: Testing a contingency performance prediction in a Japanese context",
abstract = "This study examines the interaction effects of business-level strategy and HRM policies upon performance among Japanese manufacturers, in response to the current debate around the contingency fit proposition in the field of strategic human resource management (SHRM). Specifically, it was hypothesized that the three generic strategic types (cost reduction, differentiation (innovation), and quality enhancement) would moderate the relationship between particular HRM policies and the performance of Japanese manufacturing firms. The results, based on a sample of 312 Japanese manufacturers operating in the domestic environment, reveal the existence of links between appropriate strategy and HRM policies in predicting performance, providing strong support for the proposition of contingency fit from SHRM theory. The findings are used to discuss how Japanese manufacturers can align their HRM policies with business strategies to increase manufacturing performance. Limitations of the study and directions for future research are also considered.",
keywords = "Business strategy, Contingency fit, HRM-performance link, Japan, Strategic HRM",
author = "Norihiko Takeuchi",
year = "2009",
doi = "10.1080/09585190802528227",
language = "English",
volume = "20",
pages = "34--56",
journal = "International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "1",

}

TY - JOUR

T1 - How Japanese manufacturing firms align their human resource policies with business strategies

T2 - Testing a contingency performance prediction in a Japanese context

AU - Takeuchi, Norihiko

PY - 2009

Y1 - 2009

N2 - This study examines the interaction effects of business-level strategy and HRM policies upon performance among Japanese manufacturers, in response to the current debate around the contingency fit proposition in the field of strategic human resource management (SHRM). Specifically, it was hypothesized that the three generic strategic types (cost reduction, differentiation (innovation), and quality enhancement) would moderate the relationship between particular HRM policies and the performance of Japanese manufacturing firms. The results, based on a sample of 312 Japanese manufacturers operating in the domestic environment, reveal the existence of links between appropriate strategy and HRM policies in predicting performance, providing strong support for the proposition of contingency fit from SHRM theory. The findings are used to discuss how Japanese manufacturers can align their HRM policies with business strategies to increase manufacturing performance. Limitations of the study and directions for future research are also considered.

AB - This study examines the interaction effects of business-level strategy and HRM policies upon performance among Japanese manufacturers, in response to the current debate around the contingency fit proposition in the field of strategic human resource management (SHRM). Specifically, it was hypothesized that the three generic strategic types (cost reduction, differentiation (innovation), and quality enhancement) would moderate the relationship between particular HRM policies and the performance of Japanese manufacturing firms. The results, based on a sample of 312 Japanese manufacturers operating in the domestic environment, reveal the existence of links between appropriate strategy and HRM policies in predicting performance, providing strong support for the proposition of contingency fit from SHRM theory. The findings are used to discuss how Japanese manufacturers can align their HRM policies with business strategies to increase manufacturing performance. Limitations of the study and directions for future research are also considered.

KW - Business strategy

KW - Contingency fit

KW - HRM-performance link

KW - Japan

KW - Strategic HRM

UR - http://www.scopus.com/inward/record.url?scp=59249106622&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=59249106622&partnerID=8YFLogxK

U2 - 10.1080/09585190802528227

DO - 10.1080/09585190802528227

M3 - Article

VL - 20

SP - 34

EP - 56

JO - International Journal of Human Resource Management

JF - International Journal of Human Resource Management

SN - 0958-5192

IS - 1

ER -