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
N1 - Funding Information:
Part of this research was supported by the Grant-in-Aid for Scientific Research from the Ministry of Education, Culture, Sports, Science, and Technology (MEXT), Japan (#19730264). I would like to thank Professors Mitsuru Wakabayashi and Ziguang Chen, and the anonymous reviewers for their helpful comments and suggestions on an earlier version of this article.
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
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U2 - 10.1080/09585190802528227
DO - 10.1080/09585190802528227
M3 - Article
AN - SCOPUS:59249106622
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 -