Skip to main content
SpringerLink
Log in

Influence of Organizational Flexibility in High Performance Work Practices

  • Chapter
  • First Online:
Work Organization and Human Resource Management

Part of the book series: Management and Industrial Engineering ((MINEN))

Abstract

High-performance work practices (HPWP) can help to create an organizational effectiveness and therefore a sustainable competitive advantage in firms. Literature shows considerable evidence that these practices are associated with firm performance. Besides, organizational flexibility may moderate the relationship between HPWP and firm performance, and also has a more positive effect on firm performance. Our study proposes a research model which analyzes the relationships between performance practices, organizational flexibility and firm performance. We also try to study the determinants of organizational flexibility as the key to compete in turbulent and dynamic environments.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Subscribe and save

Springer+ Basic
$34.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or eBook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 84.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 109.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

References

  1. Appelbaum, E., & Batt, R. (1994). The new American workplace: Transforming work systems in the United States. Ithaca: ILR Press.

    Google Scholar 

  2. Berg, P., Appelbaum, E., Bailey, T., and Kalleberg, A. (1994). The performance effects of modular production in the apparel industry. Working Paper. Washington, DC: Economic Policy Institute.

    Google Scholar 

  3. Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635–670.

    Article  Google Scholar 

  4. Ichniowski, C., Shaw, K., and Prennushi, G. (1994). The effects of human resource management practices on productivity. Working Paper. New York: Columbia University.

    Google Scholar 

  5. Wagner, J. A. (1994). Participation’s effect on performance and satisfaction: A reconsideration of research evidence. Academy of Management Review, 19, 312–330.

    Google Scholar 

  6. Arthur, J. B. (1994). Effects of human resource systems on manufacturing performance and turn—over. Academy of Management Journal, 37, 670–687.

    Article  Google Scholar 

  7. Cutcher-Gershenfeld, J. (1991). The impact on economic performance of a transformation in industrial relations. Industrial and Labor Relations Review, 44, 241–260.

    Article  Google Scholar 

  8. Huselid, M. A., & Becker, B. E. (1994). The strategic impact of human resources: Results from a panel study. Working Paper. New Brunswick, NJ: Rutgers University.

    Google Scholar 

  9. MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: Flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197–221.

    Article  Google Scholar 

  10. Bartel, A. P. (1994). Productivity gains from the implementation of employee training programs. Industrial Relations, 33, 411–425.

    Google Scholar 

  11. Knoke, D., & Kalleberg, A. L. (1994). Job training in U.S. organizations. American Sociological Review, 59, 537–546.

    Article  Google Scholar 

  12. Kleiner, M. M., & Bouillon, M. L. (1988). Providing business information to production workers: Correlates of compensation and profitability. Industrial and Labor Relations Review, 41, 605–617.

    Article  Google Scholar 

  13. Morishima, M. (1991). Information sharing and firm performance in Japan. Industrial Relations, 30, 37–61.

    Google Scholar 

  14. Levine, D., & Tyson, L. D. (1990). Participation, productivity, and the firm’s environment. In A. S. Blinder (Ed.), Paying for Productivity (pp. 183–244). Washington: Brookings Institution.

    Google Scholar 

  15. Baird, L., & Meshoulam, I. (1988). Managing two fits of strategic human resource management. Academy of Management Review, 13, 116–128.

    Google Scholar 

  16. Milgrom, P., & Roberts, J. (1995). Complementarities and fit: Strategy, structure, and organizational change in manufacturing. Journal of Accounting and Economics, 19, 179–208.

    Article  Google Scholar 

  17. Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16, 135–159.

    Article  Google Scholar 

  18. Atkinson, J., & Meager, N. (1986). Is flexibility just a flash in the pan? Personnel Management, 18(9), 26.

    Google Scholar 

  19. Smith, V. (1994). New forms of work organization. Annual Review of Sociology, 23, 315–329.

    Article  Google Scholar 

  20. Hunter, L., McGregor, A., MacInnes, J., & Sproull, A. (1993). The “flexible firm”: Strategy and segmentation. British Journal of Industrial Relations, 31, 387–407.

    Article  Google Scholar 

  21. Dastmalchian, A. (2001). Workplace flexibility and the changing nature of work: An introduction. Revue Canadienne de Sciences del’ Administration, 18, 1–4.

    Article  Google Scholar 

  22. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533.

    Article  Google Scholar 

  23. Englehardt, C. S., & Simmons, P. R. (2002). Organizational flexibility for a changing world. Leadership and Organization Development Journal, 23, 113–122.

    Article  Google Scholar 

  24. Volberda, H. W. (1999). Building the Flexible Firm. Oxford: Oxford University Press.

    Book  Google Scholar 

  25. Ackoff, R. L. (1977). Towards Flexible Organizations: A multidimensional design. OMEGA, 5, 649–662.

    Article  Google Scholar 

  26. Eppink, J. (1978). Planning for strategic flexibility. Long Range Planning, 11, 9–15.

    Article  Google Scholar 

  27. Foss, N. J. (2003). Selective intervention and internal hybrids: Interpreting and learning from the rise and decline of the Oticon Spaghetti Organization. Organization Science, 14, 331–349.

    Article  Google Scholar 

  28. Krijnen, H. C. (1979). The flexible firm. Long Range Planning, 12, 63–75.

    Article  Google Scholar 

  29. Overholt, M. H. (1997). Flexible Organizations: Using organizational design as a competitive advantage. Human Resources Planning, 20, 22–32.

    Google Scholar 

  30. Palmer, I., Benveniste, J., & Dunford, R. (2007). New organizational forms: Towards a generative dialogue. Organization Studies, 28(12), 1829–1847.

    Article  Google Scholar 

  31. Calori, R., Baden-Fuller, C., & Hunt, B. (2000). Managing change at Novotel: Back to the future. Long Range Planning, 33, 779–804.

    Article  Google Scholar 

  32. Wrigth, P. M., & Snell, S. A. (1998). Toward a unifying framework for exploring fit and flexibility in strategic human resource management. Academy of Management Review, 23(4), 756–772.

    Google Scholar 

  33. Lawler, E. E. (1992).The ultimate advantage: Creating the High-Involvement Organization. San Francisco: Jossey-Bass.

    Google Scholar 

  34. Walton, R. E. (1985). From control to commitment in the workplace. Harvard Business Review, 63, 77–84.

    MathSciNet  Google Scholar 

  35. Wood, S. Albanase, M. T. (1995). Can we speak of a high commitment management on the shop floor?. Journal of Management Studies, 32, 215–247.

    Google Scholar 

  36. Guest, D. E. (1987). Human resource management and industrial relations. Journal of Management Studies, 24(5), 503–521.

    Google Scholar 

  37. Truss, C., Gratton, L., Hope-Hailey, V., McGovern, P., & Stiles, P. (1997). Soft and hard models of human management: A reappraisal. Journal of Management Studies, 34, 53–73.

    Article  Google Scholar 

  38. Roca Puig, V., Escrig Tena, A. B., & Bou Llusar, J. C. (2002). Compromiso con los empleados y estrategia competitiva: Un análisis intersectorial de su repercusión en los resultados” Cuadernos de Economía y Dirección de la Empresa, 12, 267–289.

    Google Scholar 

  39. Ulrich, D. (1998). Intellectual capital = competence × commitment. Sloan Management Journal, 4, 15–26.

    Google Scholar 

  40. Sashkin, M. (1984). Participative management is an ethical imperative. Organizational Dynamics, 12(4), 5–22.

    Article  Google Scholar 

  41. Ichniowski, C., Kochan, T. A., Levine, D., Olson, C., & Strauss, G. (1996). What works at work: Overview and assessment. Industrial Relations, 35, 332–352.

    Google Scholar 

  42. Marchington, M., & Grugulis, I. (2000). Best practice human resource management: Perfect opportunity or dangerous illusion? The International Journal of Human Resource Management, 11(6), 1104–1121.

    Article  Google Scholar 

  43. Pfeffer, J. (1994). Competitive advantage through people. California Management Review, 36(2), 9–28.

    Google Scholar 

  44. Schuler, R. S., and Jackson, S. E. (1987a). Linking competitive strategy with human resource management practices. Academy of Management Executive, 1(3), 207–219.

    Google Scholar 

  45. Cappelli, P., and Crocker-Hefter, A. (1996). Distinctive human resources are firm score competencies. Organizational Dynamics, 24(3), 7–22.

    Google Scholar 

  46. Youndt, M. A., Snell, S. A., Dean, J. W, Jr, & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39, 836–866.

    Article  Google Scholar 

  47. Roche, W. K. (1999). In search of commitment-oriented human resource management practices and the conditions that sustain them. Journal of Management Studies, 36, 653–678.

    Article  Google Scholar 

  48. Bayo, A., & Merino, J. (2001). Quality management and high performance work practices: Do they coexist? International Journal of Production Economics, 73(3), 251–260.

    Article  Google Scholar 

  49. Ordiz Fuertes, M., & Fernández Sánchez, E. (2003). High-involvement practices in human resource management: Concept and factors that motive their adoption. International Journal of Human Resource Management, 14(4), 511–529.

    Article  Google Scholar 

  50. Céspedes, J. J., Jerez, P., & Valle, R. (2005). Las prácticas de Recursos Humanos de Alto Rendimiento y la capacidad de aprendizaje organizativo: Incidencia e implicaciones. Cuadernos de Economía y Dirección de la Empresa, nº 24, pp.29–56.

    Google Scholar 

  51. Beltrán M., I., Roca P., V., Escrig T., A., & Bou L., J., C. (2008). Human resource flexibility as a mediating variable between high performance work systems and performance. Journal of Management, 34(5), 1009–1044.

    Google Scholar 

  52. Wood, S., and de Menezes, L. M. (2008). Comparing perspectives on high involvement management and organizational performance across the British economy. The International Journal of Human Resource Management, 19(4), 639–682.

    Google Scholar 

  53. Capelli, P., & Neumark, D. (2001). Do high-performance work practices improve establishment level outcomes?. Industrial and Labour Relations Review, 54(4), 737–775.

    Google Scholar 

  54. Richard, O. C., and Johnson, N. B. (2001). Strategic human resource management effectiveness and firm performance. The International Journal of Human resource Management, 12, 299–310.

    Google Scholar 

  55. Guthrie, J. P., Spell, C. S., & Nyamori, R. O. (2002). Correlates and consequences of high involvement work practices: The role of competitive strategy. International Journal of Human resource Management, 13(1), 183–197.

    Article  Google Scholar 

  56. Mohr, R. D., & Zoghi, C. (2008). The high-involvement work design and job satisfaction. Industrial and Labor Relations Review, 61(3), 275–296.

    Google Scholar 

  57. Zatzick, C. D., & Iverson, R. D. (2006). High-involvement management and work force reduction: Competitive advantage or disadvantage? Academy of Management Journal, 49(5), 999–1015.

    Article  Google Scholar 

  58. Schuler, R. S., and Jackson, S. E. (1987b). Organizational strategy and organization level as determinants of human resource management practices. Human Resource Planning, 10(3), 125–141.

    Google Scholar 

  59. Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? Ameta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501–528.

    Article  Google Scholar 

  60. Hage, J. (1965). An axiomatic theory of organizations. Administrative Science Quarterly, 10(3), 289–320.

    Article  MathSciNet  Google Scholar 

  61. Hage, J., & Aiken, M. (1969). Routine technology, social structure, and organization goals. Administrative Science Quarterly, 14(3), 366–376.

    Article  Google Scholar 

  62. Hage, J., & Aiken, M. (1970). Social change in complex organizations. New York: Random House.

    Google Scholar 

  63. Perrow, C. (1967). A framework for the comparative analysis of organizations. American Sociological Review, 32(2), 194–208.

    Google Scholar 

  64. Lawrence, P. R., & Lorsch, J. W. (1967). Organization and Environment. Boston: Harvard University, Graduate School of Business Administration.

    Google Scholar 

  65. Garud, R., and Kotha, S. (1994). Using the brain as a metaphor to model flexible production systems. Academy of Management Review, 19, 671–698.

    Google Scholar 

  66. Parthasarthy, R., and Sethi, S. P. (1993). Relating strategy and structure to flexible automation: A test of fit and performance implications. Strategic Management Journal, 14, 529–549.

    Google Scholar 

  67. Rangan, S. (1998). Do multinationals operate flexibly? Theory and evidence. Journal of International Business Studies, 29, 217–237.

    Article  Google Scholar 

  68. Thomke, S. (1998). Agile product development: Managing development flexibility in uncertain environments. California Management Review, 41(1), 8–30.

    Article  Google Scholar 

  69. Martí, N. (2008). High Commitment Human Resource Practices in Spanish Call Centres. Nature, Sources and Effects on Voluntary Turnover. Thesis Doctoral Universitat Rovirai Virgili.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Department of Business, School of Business and Economics, San Pablo CEU University, C/Julián Romea 23, 1.08 B, 28003, Madrid, Spain

    Mercedes Rubio-Andrés

  2. Faculty of Social Sciences, Department of Business Administration, University of Castilla-La Mancha, Avda. Real Fábrica de Seda, s/n, 45600, Talavera de la Reina, Toledo, Spain

    Santiago Gutiérrez-Broncano

Authors
  1. Mercedes Rubio-Andrés
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Santiago Gutiérrez-Broncano
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Mercedes Rubio-Andrés .

Editor information

Editors and Affiliations

  1. School of Economic and Management Department of Management, University of Minho, Braga, Portugal

    Carolina Machado

  2. Department of Mechanical Engineering, University of Aveiro, Aveiro, Portugal

    J. Paulo Davim

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer International Publishing Switzerland

About this chapter

Cite this chapter

Rubio-Andrés, M., Gutiérrez-Broncano, S. (2014). Influence of Organizational Flexibility in High Performance Work Practices. In: Machado, C., Davim, J. (eds) Work Organization and Human Resource Management. Management and Industrial Engineering. Springer, Cham. https://doi.org/10.1007/978-3-319-06376-8_8

Download citation

  • DOI: https://doi.org/10.1007/978-3-319-06376-8_8

  • Published:

  • Publisher Name: Springer, Cham

  • Print ISBN: 978-3-319-06375-1

  • Online ISBN: 978-3-319-06376-8

  • eBook Packages: EngineeringEngineering (R0)

Publish with us

Policies and ethics

Search

Navigation