The role of corporate culture in the process of strategic human resource management evidence from chinese enterprises

Liqun Wei*, Jun Liu*, Yichi Zhang, Randy K Chiu

*Corresponding author for this work

    Research output: Contribution to journalArticlepeer-review

    58 Citations (Scopus)

    Abstract

    Extant research on strategic human resource management (SHRM) has primarily focused on the content of SHRM (best practices, bundles of practices, etc.) and its effect on firm performance. Little research has examined the SHRM process so as to better understand how SHRM is adopted and implemented and what impact it has on organizational processes and outcomes. This article examines the role of corporate culture in the SHRM adoption and implementation process. Empirical results from a sample of 223 Chinese enterprises indicate that corporate culture has an impact on the adoption of SHRM, and that different types of culture affect the SHRM process differently. Specifically, group and developmental cultures have positive effects on the adoption of SHRM, but the effect of hierarchical culture is not significant. Developmental culture is also found to have a direct effect on firm performance. This study offers significant implications for HRM in China and other dynamic and emerging economies.

    Original languageEnglish
    Pages (from-to)777-794
    Number of pages18
    JournalHuman Resource Management
    Volume47
    Issue number4
    DOIs
    Publication statusPublished - Dec 2008

    Scopus Subject Areas

    • Applied Psychology
    • Strategy and Management
    • Organizational Behavior and Human Resource Management
    • Management of Technology and Innovation

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