High-Performance Work Systems and Organizational Performance in Emerging Economies: Evidence from MNEs in Turkey

This study examines the association between the usage of high-performance work systems (HPWS) by subsidiaries of multinational enterprises (MNEs) in Turkey and employee and subsidiary level outcomes. The study is based on a survey of 148 MNE subsidiaries operating in Turkey. The results show that the usage of HPWS has a significant positive impact on employee effectiveness. However, their impact on employee skills and development, and organizational financial performance are far less clear. Our findings highlight the extent to which HWPS need to be adapted to take account of context-specific institutional realities. © 2014 Springer-Verlag Berlin Heidelberg

Determinants of the adoption of HRM practices in tourism SMEs in Spain: an exploratory study

Human resource management, Small and medium-sized enterprises, HRM practices, Spain, Catalonia, Tourism,

Job embeddedness in Japanese organizations

In contrast to the vast literature on voluntary turnover, the job embeddedness theory describes why individuals choose to stay in their organizations. Because this theory has been developed and validated mainly in the USA, this study explores its applicability and functioning in Japanese organizations through 110 interviews with managers, employees and executive-search consultants. While the original theory provides a useful framework to explain the web of forces that embed people to their organizations, a distinctive set of cultural and institutional factors affected job embeddedness in Japanese organizations. In particular, on-the-job ties and sacrifices were important job embeddedness dimensions in Japanese organizations