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Linking top management's HR focus to innovation: the role of ownership structures and high-performance work systems

International journal of human resource management, 2024-07, Vol.35 (13), p.2259-2282

2024

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Unraveling the relationship between high‐performance work systems and firm performance: A mediation analysis

Human resource management, 2022-03, Vol.61 (2), p.181-197

2022

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Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy

Academy of Management journal, 2000-06, Vol.43 (3), p.502-517

2000

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An investigation of the relationship between gender composition and organizational performance in Taiwan—The role of task complexity

Asia Pacific journal of management, 2019-03, Vol.36 (1), p.275-304

2019

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Implementing family-friendly employment practices in banking industry: Evidences from some African and Asian countries

Journal of occupational and organizational psychology, 2011-09, Vol.84 (3), p.493-517

2011

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Work—Family Conflict, Self-Efficacy, Job Satisfaction, and Gender: Evidences From Asia

Journal of leadership & organizational studies, 2010-08, Vol.17 (3), p.298-308

2010

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High-performance work systems in foreign subsidiaries of American multinationals: An institutional model

Journal of international business studies, 2011-02, Vol.42 (2), p.202-220

2011

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Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies

International journal of human resource management, 2003-11, Vol.14 (7), p.1083-1101

2003

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Overt Employment Discrimination in MNC Affiliates: Home-Country Cultural and Institutional Effects

Journal of international business studies, 2008-07, Vol.39 (5), p.772-794

2008

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The relationship between expatriates' personality traits and their adjustment to international assignments

International journal of human resource management, 2005-09, Vol.16 (9), p.1656-1670

2005

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The role of collective efficacy in the relations between transformational leadership and work outcomes

Journal of occupational and organizational psychology, 2004-12, Vol.77 (4), p.515-530

2004

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Leadership, Individual Differences, and Work-related Attitudes: A Cross-Culture Investigation

Applied psychology, 2007-04, Vol.56 (2), p.212-230

2007

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Empowerment and Continuous Improvement in the United States, Mexico, Poland, and India: Predicting Fit on the Basis of the Dimensions of Power Distance and Individualism

Journal of applied psychology, 2000-10, Vol.85 (5), p.643-658

2000

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Variations in human resource management in Asian countries: MNC home-country and host-country effects

International journal of human resource management, 1998, Vol.9 (4), p.653-670

1998

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High Commitment HR Practices and Top Performers: Impacts on Organizational Commitment

Management international review, 2010, Vol.50 (1), p.57-80

2010

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Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms

Human resource development quarterly, 2005, Vol.16 (2), p.235-256

2005

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The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea

Human resource management, 2012-01, Vol.51 (1), p.47-70

2012

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Human resource strategy and firm performance in Pacific Rim countries

International journal of human resource management, 2003-12, Vol.14 (8), p.1308-1332

2003

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Convergence in human resource systems: A comparison of locally owned and MNC subsidiaries in Taiwan

Human resource management, 2005-09, Vol.44 (3), p.237-256

2005

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Work-Family Conflict and Job Withdrawal Intentions: The Moderating Effect of Cultural Differences

International journal of stress management, 2004-11, Vol.11 (4), p.392-412

2004

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Unraveling the relationship between h igh‐performance work systems and firm performance: A mediation analysis

Human resource management, 2022-03, Vol.61 (2), p.181-197

2022

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GOING ABROAD: HR POLICIES, NATIONAL IR SYSTEMS, AND UNION ACTIVITY IN FOREIGN SUBSIDIARIES OF U.S. MULTINATIONALS

Industrial & labor relations review, 2013-10, Vol.66 (5), p.1149-1171

2013

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Toward a Model of Organizational Human Capital Development: Preliminary Evidence from Taiwan

Asia Pacific business review, 2007-04, Vol.13 (2), p.251-275

2007

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The Multi-Dimensions of Industrial Relations in the Asian Knowledge-Based Economies

1, 2010

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Affect of working environment on job satisfaction in Pakistan

World review of entrepreneurship, management and sustainable development, 2011, Vol.7 (1), p.52-61

2011

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Linking top management's HR focus to innovation: the role of ownership structures and high-performance work systems

Unraveling the relationship between high‐performance work systems and firm performance: A mediation analysis

Organizational and HRM Strategies in Korea: Impact on Firm Performance in an Emerging Economy

An investigation of the relationship between gender composition and organizational performance in Taiwan—The role of task complexity

Implementing family-friendly employment practices in banking industry: Evidences from some African and Asian countries

Work—Family Conflict, Self-Efficacy, Job Satisfaction, and Gender: Evidences From Asia

High-performance work systems in foreign subsidiaries of American multinationals: An institutional model

Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes and withdrawal behaviours in three emerging economies

Overt Employment Discrimination in MNC Affiliates: Home-Country Cultural and Institutional Effects

The relationship between expatriates' personality traits and their adjustment to international assignments

The role of collective efficacy in the relations between transformational leadership and work outcomes

Leadership, Individual Differences, and Work-related Attitudes: A Cross-Culture Investigation

Empowerment and Continuous Improvement in the United States, Mexico, Poland, and India: Predicting Fit on the Basis of the Dimensions of Power Distance and Individualism

Variations in human resource management in Asian countries: MNC home-country and host-country effects

High Commitment HR Practices and Top Performers: Impacts on Organizational Commitment

Transformational leadership, organizational commitment, and job satisfaction: A comparative study of Kenyan and U.S. financial firms

The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea

Human resource strategy and firm performance in Pacific Rim countries

Convergence in human resource systems: A comparison of locally owned and MNC subsidiaries in Taiwan

Work-Family Conflict and Job Withdrawal Intentions: The Moderating Effect of Cultural Differences

Unraveling the relationship between h igh‐performance work systems and firm performance: A mediation analysis

GOING ABROAD: HR POLICIES, NATIONAL IR SYSTEMS, AND UNION ACTIVITY IN FOREIGN SUBSIDIARIES OF U.S. MULTINATIONALS

Toward a Model of Organizational Human Capital Development: Preliminary Evidence from Taiwan

The Multi-Dimensions of Industrial Relations in the Asian Knowledge-Based Economies

Affect of working environment on job satisfaction in Pakistan

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