How to cite this paper
Hussein, Y & Çağlar, D. (2019). The effect of high involvement work systems on organizational performance: The mediating role of knowledge-based capital.Management Science Letters , 9(9), 1361-1372.
Refrences
Appelbaum, E., Bailey, T., Berg, P. B., Kalleberg, A. L., & Bailey, T. A. (2000). Manufacturing advantage: Why high-performance work systems pay off. Cornell University Press.
Bass, B. M. (1985). Leadership and performance beyond expectations. Collier Macmillan.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of management journal, 39(4), 779-801.
Bendig, D., Strese, S., Flatten, T. C., da Costa, M. E. S., & Brettel, M. (2018). On micro-foundations of
dynamic capabilities: a multi-level perspective based on CEO personality and knowledge-based capital. Long Range Planning, 51(6), 797-814.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the
“strength” of the HRM system. Academy of Management Review, 29(2), 203-221.
Boxall, P., & Macky, K. (2009). Research and theory on high‐performance work systems: progressing
the high‐involvement stream. Human Resource Management Journal, 19(1), 3-23.
Butts, M. M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S., & Wilson, M. G. (2009). Individual
reactions to high involvement work processes: investigating the role of empowerment and perceived
organizational support. Journal of Occupational Health Psychology, 14(2), 122.
Camps, J., & Luna-Arocas, R. (2009). High involvement work practices and firm performance. The International Journal of Human Resource Management, 20(5), 1056-1077.
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405.
Danneels, E. (2008). Organizational antecedents of second‐order competences. Strategic Management
Journal, 29(5), 519-543.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949-969.
Eisenberg, J., Post, C., & DiTomaso, N. (2019). Team Dispersion and Performance: The Role of Team
Communication and Transformational Leadership. Small Group Research, 1046496419827376.
Farahnak, L. R., Ehrhart, M. G., Torres, E. M., & Aarons, G. A. (2019). The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success. Journal of Leadership & Organizational Studies, 1548051818824529.
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics.
Galli, B. J. (2019). A shared leadership approach to transformational leadership theory: Analysis of research methods and philosophies. In Scholarly Ethics and Publishing: Breakthroughs in Research and
Practice (pp. 751-790). IGI Global.
Garg, V. K., Walters, B. A., & Priem, R. L. (2003). Chief executive scanning emphases, environmental
dynamism, and manufacturing firm performance. Strategic Management Journal, 24(8), 725-744.
Gefen, D., Straub, D., & Boudreau, M. C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4(1), 7.
Guerrero, S., & Barraud-Didier, V. (2004). High-involvement practices and performance of French firms.
The international journal of Human Resource management, 15(8), 1408-1423.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New
Zealand. Academy of management Journal, 44(1), 180-190.
Hair, J. F., Anderson, R. E., Babin, B. J., & Black, W. C. (2010). Multivariate data analysis: A global
perspective (Vol. 7).
Y. A. Hussein and D. Çağlar / Management Science Letters 9 (2019) 1371
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource practices on manufacturing performance: A study of steel finishing lines. American Economic Review, 87(3), 291-313.
Kalleberg, A. L., & Moody, J. W. (1994). Human resource management and organizational performance.
American Behavioral Scientist, 37(7), 948-962.
Lazear, E. P. (2000). Performance pay and productivity. American Economic Review, 90(5), 1346-1361.
Madera, J. M., Dawson, M., Guchait, P., & Belarmino, A. M. (2017). Strategic human resources management research in hospitality and tourism: A review of current literature and suggestions for the
future. International Journal of Contemporary Hospitality Management, 29(1), 48-67.
Nielsen, K., Yarker, J., Brenner, S. O., Randall, R., & Borg, V. (2008). The importance of transformational leadership style for the well‐being of employees working with older people. Journal of Advanced Nursing, 63(5), 465-475.
Oppenauer, V., & Van De Voorde, K. (2018). Exploring the relationships between high involvement
work system practices, work demands and emotional exhaustion: a multi-level study. The International Journal of Human Resource Management, 29(2), 311-337.
Prieto, I. M., & Pilar Pérez Santana, M. (2012). Building ambidexterity: The role of human resource
practices in the performance of firms from Spain. Human Resource Management, 51(2), 189-211.
Reed, K. K., Lubatkin, M., & Srinivasan, N. (2006). Proposing and testing an intellectual capital‐based
view of the firm. Journal of Management Studies, 43(4), 867-893.
Ringle, C. M., Sarstedt, M., Mitchell, R., & Gudergan, S. P. (2018). Partial least squares structural
equation modeling in HRM research. The International Journal of Human Resource Management,
1-27.
Shanker, R., Bhanugopan, R., Van der Heijden, B. I., & Farrell, M. (2017). Organizational climate for
innovation and organizational performance: The mediating effect of innovative work behavior. Journal of Vocational Behavior, 100, 67-77.
Shih, H. A., Chiang, Y. H., & Hsu, C. C. (2010). High involvement work system, work–family conflict,
and expatriate performance–examining Taiwanese expatriates in China. The International Journal of
Human Resource Management, 21(11), 2013-2030.
Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational
performance. Journal of Management, 43(4), 973-997.
Simsek, Z., & Heavey, C. (2011). The mediating role of knowledge‐based capital for corporate entrepreneurship effects on performance: A study of small‐to medium‐sized firms. Strategic Entrepreneurship
Journal, 5(1), 81-100.
Song, W., Yu, H., & Qu, Q. (2018). High involvement work systems and organizational performance:
the role of knowledge combination capability and interaction orientation. The International Journal
of Human Resource Management, 1-25.
Subramaniam, M., & Youndt, M. A. (2005). The influence of intellectual capital on the types of innovative capabilities. Academy of Management journal, 48(3), 450-463.
Tafvelin, S., Nielsen, K., von Thiele Schwarz, U., & Stenling, A. (2019). Leading well is a matter of
resources: Leader vigour and peer support augments the relationship between transformational leadership and burnout. Work & Stress, 33(2), 156-172.
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance
within the US small business sector. Journal of Management, 28(6), 765-785.
Wood, S., Van Veldhoven, M., Croon, M., & de Menezes, L. M. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and
well-being. Human relations, 65(4), 419-445
Yang, Y., & Konrad, A. M. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36(1), 6-38.
Youndt, M. A., Subramaniam, M., & Snell, S. A. (2004). Intellectual capital profiles: An examination of
investments and returns. Journal of Management studies, 41(2), 335-361.
Bass, B. M. (1985). Leadership and performance beyond expectations. Collier Macmillan.
Becker, B., & Gerhart, B. (1996). The impact of human resource management on organizational performance: Progress and prospects. Academy of management journal, 39(4), 779-801.
Bendig, D., Strese, S., Flatten, T. C., da Costa, M. E. S., & Brettel, M. (2018). On micro-foundations of
dynamic capabilities: a multi-level perspective based on CEO personality and knowledge-based capital. Long Range Planning, 51(6), 797-814.
Bowen, D. E., & Ostroff, C. (2004). Understanding HRM–firm performance linkages: The role of the
“strength” of the HRM system. Academy of Management Review, 29(2), 203-221.
Boxall, P., & Macky, K. (2009). Research and theory on high‐performance work systems: progressing
the high‐involvement stream. Human Resource Management Journal, 19(1), 3-23.
Butts, M. M., Vandenberg, R. J., DeJoy, D. M., Schaffer, B. S., & Wilson, M. G. (2009). Individual
reactions to high involvement work processes: investigating the role of empowerment and perceived
organizational support. Journal of Occupational Health Psychology, 14(2), 122.
Camps, J., & Luna-Arocas, R. (2009). High involvement work practices and firm performance. The International Journal of Human Resource Management, 20(5), 1056-1077.
Carless, S. A., Wearing, A. J., & Mann, L. (2000). A short measure of transformational leadership. Journal of Business and Psychology, 14(3), 389-405.
Danneels, E. (2008). Organizational antecedents of second‐order competences. Strategic Management
Journal, 29(5), 519-543.
Delaney, J. T., & Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949-969.
Eisenberg, J., Post, C., & DiTomaso, N. (2019). Team Dispersion and Performance: The Role of Team
Communication and Transformational Leadership. Small Group Research, 1046496419827376.
Farahnak, L. R., Ehrhart, M. G., Torres, E. M., & Aarons, G. A. (2019). The Influence of Transformational Leadership and Leader Attitudes on Subordinate Attitudes and Implementation Success. Journal of Leadership & Organizational Studies, 1548051818824529.
Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics.
Galli, B. J. (2019). A shared leadership approach to transformational leadership theory: Analysis of research methods and philosophies. In Scholarly Ethics and Publishing: Breakthroughs in Research and
Practice (pp. 751-790). IGI Global.
Garg, V. K., Walters, B. A., & Priem, R. L. (2003). Chief executive scanning emphases, environmental
dynamism, and manufacturing firm performance. Strategic Management Journal, 24(8), 725-744.
Gefen, D., Straub, D., & Boudreau, M. C. (2000). Structural equation modeling and regression: Guidelines for research practice. Communications of the Association for Information Systems, 4(1), 7.
Guerrero, S., & Barraud-Didier, V. (2004). High-involvement practices and performance of French firms.
The international journal of Human Resource management, 15(8), 1408-1423.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: Evidence from New
Zealand. Academy of management Journal, 44(1), 180-190.
Hair, J. F., Anderson, R. E., Babin, B. J., & Black, W. C. (2010). Multivariate data analysis: A global
perspective (Vol. 7).
Y. A. Hussein and D. Çağlar / Management Science Letters 9 (2019) 1371
Ichniowski, C., Shaw, K., & Prennushi, G. (1997). The effects of human resource practices on manufacturing performance: A study of steel finishing lines. American Economic Review, 87(3), 291-313.
Kalleberg, A. L., & Moody, J. W. (1994). Human resource management and organizational performance.
American Behavioral Scientist, 37(7), 948-962.
Lazear, E. P. (2000). Performance pay and productivity. American Economic Review, 90(5), 1346-1361.
Madera, J. M., Dawson, M., Guchait, P., & Belarmino, A. M. (2017). Strategic human resources management research in hospitality and tourism: A review of current literature and suggestions for the
future. International Journal of Contemporary Hospitality Management, 29(1), 48-67.
Nielsen, K., Yarker, J., Brenner, S. O., Randall, R., & Borg, V. (2008). The importance of transformational leadership style for the well‐being of employees working with older people. Journal of Advanced Nursing, 63(5), 465-475.
Oppenauer, V., & Van De Voorde, K. (2018). Exploring the relationships between high involvement
work system practices, work demands and emotional exhaustion: a multi-level study. The International Journal of Human Resource Management, 29(2), 311-337.
Prieto, I. M., & Pilar Pérez Santana, M. (2012). Building ambidexterity: The role of human resource
practices in the performance of firms from Spain. Human Resource Management, 51(2), 189-211.
Reed, K. K., Lubatkin, M., & Srinivasan, N. (2006). Proposing and testing an intellectual capital‐based
view of the firm. Journal of Management Studies, 43(4), 867-893.
Ringle, C. M., Sarstedt, M., Mitchell, R., & Gudergan, S. P. (2018). Partial least squares structural
equation modeling in HRM research. The International Journal of Human Resource Management,
1-27.
Shanker, R., Bhanugopan, R., Van der Heijden, B. I., & Farrell, M. (2017). Organizational climate for
innovation and organizational performance: The mediating effect of innovative work behavior. Journal of Vocational Behavior, 100, 67-77.
Shih, H. A., Chiang, Y. H., & Hsu, C. C. (2010). High involvement work system, work–family conflict,
and expatriate performance–examining Taiwanese expatriates in China. The International Journal of
Human Resource Management, 21(11), 2013-2030.
Shin, D., & Konrad, A. M. (2017). Causality between high-performance work systems and organizational
performance. Journal of Management, 43(4), 973-997.
Simsek, Z., & Heavey, C. (2011). The mediating role of knowledge‐based capital for corporate entrepreneurship effects on performance: A study of small‐to medium‐sized firms. Strategic Entrepreneurship
Journal, 5(1), 81-100.
Song, W., Yu, H., & Qu, Q. (2018). High involvement work systems and organizational performance:
the role of knowledge combination capability and interaction orientation. The International Journal
of Human Resource Management, 1-25.
Subramaniam, M., & Youndt, M. A. (2005). The influence of intellectual capital on the types of innovative capabilities. Academy of Management journal, 48(3), 450-463.
Tafvelin, S., Nielsen, K., von Thiele Schwarz, U., & Stenling, A. (2019). Leading well is a matter of
resources: Leader vigour and peer support augments the relationship between transformational leadership and burnout. Work & Stress, 33(2), 156-172.
Way, S. A. (2002). High performance work systems and intermediate indicators of firm performance
within the US small business sector. Journal of Management, 28(6), 765-785.
Wood, S., Van Veldhoven, M., Croon, M., & de Menezes, L. M. (2012). Enriched job design, high involvement management and organizational performance: The mediating roles of job satisfaction and
well-being. Human relations, 65(4), 419-445
Yang, Y., & Konrad, A. M. (2011). Understanding diversity management practices: Implications of institutional theory and resource-based theory. Group & Organization Management, 36(1), 6-38.
Youndt, M. A., Subramaniam, M., & Snell, S. A. (2004). Intellectual capital profiles: An examination of
investments and returns. Journal of Management studies, 41(2), 335-361.