|Author:||Chan, Lit-man Lismen|
|Title:||The impact of organizational culture, human resource practices, and strategy on company performance in Hong Kong : a dynamic resource view|
|Subject:||Personnel management -- China -- Hong Kong|
Corporate culture -- China -- Hong Kong
Strategic planning -- China -- Hong Kong
Hong Kong Polytechnic University -- Dissertations
|Department:||Department of Management|
|Pages:||vi, 164 leaves : ill. ; 1999|
|Abstract:||Building on the resource-based view of the firm, this thesis develops and tests a dynamic model of co-specialized resources that would enhance sustainability of superior firm performance. The proposed dynamic and co-specialized resources are (a) the high performance human resource practices; and (b) the different traits of organizational culture. The model proposes that they separately and jointly will enhance a firm's people-based competencies, its sustained superior performance, and thereafter its sustained competitive advantage. A survey was conducted in 1998/99 using a random sample of foreign and local companies in Hong Kong. Questionnaires were sent to senior executives and human resource managers of more than 1,400 companies. The empirical research obtained some significant support for the dynamic model of co-specialized resources. The research analyses confirm that organizational culture with the traits of involvement, policy consistency, adaptability, and mission can be valuable resource to companies. They suggest that certain traits of the organizational culture interacts significantly but negatively with high performance human resource practices in their relationship with firm performance. This offers excellent support to the concept of dynamic co-specialized resources although the way human resource practices and organizational culture interact is not yet fully understood. These findings, to a large extent, synchronize with the rising trend for human resource management to act as internal change agents on top of the traditional administrative duties. Managing organizational culture is increasingly an important element of strategic human resource management. On the other hand, in our employment of cultural levers for interventions by means of organization development efforts, we need to pay equal attention to integrating our intervention strategies with the firms' human resource strategies and practices. The research findings from the sampled companies in Hong Kong did not offer significant empirical support for the predicted interaction between competitive strategy and human resource practices on firm performance. These results are consistent with prior research findings but inconsistent with most theories. The appealing but complex contingency relationship between competitive strategy and human resource practices needs to be further explored.|
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