The Adoption of High‐Involvement Work Practices

The Adoption of High‐Involvement Work Practices This article provides a theoretical framework for understanding why high‐involvement work practices are adopted more rapidly by some organizations than others. Drawing on evolutionary economics and innovation literature, we identify three key drivers: (1) the level of complementary human resource practices and technology; (2) performance achieved with previous practices; and (3) factors that alter the cost of introducing new practices. Empirical analyses of a unique longitudinal data set of forty‐three automobile assembly plants worldwide provide support for hypotheses about complementary HR practices (but not complementary technologies) and partial support for hypotheses about past performance and factors that alter adoption costs. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Industrial Relations Wiley

The Adoption of High‐Involvement Work Practices

Industrial Relations, Volume 35 (3) – Jul 1, 1996

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Publisher
Wiley
Copyright
Copyright © 1996 Wiley Subscription Services, Inc., A Wiley Company
ISSN
0019-8676
eISSN
1468-232X
DOI
10.1111/j.1468-232X.1996.tb00414.x
Publisher site
See Article on Publisher Site

Abstract

This article provides a theoretical framework for understanding why high‐involvement work practices are adopted more rapidly by some organizations than others. Drawing on evolutionary economics and innovation literature, we identify three key drivers: (1) the level of complementary human resource practices and technology; (2) performance achieved with previous practices; and (3) factors that alter the cost of introducing new practices. Empirical analyses of a unique longitudinal data set of forty‐three automobile assembly plants worldwide provide support for hypotheses about complementary HR practices (but not complementary technologies) and partial support for hypotheses about past performance and factors that alter adoption costs.

Journal

Industrial RelationsWiley

Published: Jul 1, 1996

References

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