How Japanese manufacturing firms align their human resource policies with business strategies: Testing a contingency performance prediction in a Japanese context

Norihiko Takeuchi*

*この研究の対応する著者

研究成果査読

33 被引用数 (Scopus)

抄録

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.

本文言語English
ページ(範囲)34-56
ページ数23
ジャーナルInternational Journal of Human Resource Management
20
1
DOI
出版ステータスPublished - 2009
外部発表はい

ASJC Scopus subject areas

  • 戦略と経営
  • 組織的行動および人的資源管理
  • 技術マネージメントおよび技術革新管理

フィンガープリント

「How Japanese manufacturing firms align their human resource policies with business strategies: Testing a contingency performance prediction in a Japanese context」の研究トピックを掘り下げます。これらがまとまってユニークなフィンガープリントを構成します。

引用スタイル