Use this URL to cite or link to this record in EThOS: http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.585194
Title: Business strategies, HRM policies and organizational performance : evidence from the People's Republic of China
Author: Zhang, Bo
Awarding Body: Cardiff University
Current Institution: Cardiff University
Date of Award: 2011
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Abstract:
There are various perspectives for SHRM modelling, including the universal perspective, the contingent-perspective, the configurational perspective (Delery and Doty, 1996) and the contingent-configurational perspective (Lepak and Shaw, 2008). Empirical evidence supporting these modelling perspectives were collected from both developed and transitional economies, but most of the models built based on this evidence were static, which uncovered how HRM generated competitive advantage rather than sustainable competitive advantage. This thesis is aimed at building a dynamic model of SHRM depicting the process of sustainable competitive advantage generation. Drawing on the data collected via a survey in Beijing, this thesis's research question include, 1) What is the current state of the application of SHRM in the PRC, and the relationships between business strategies, HRM policies and organizational performance 2) What are the elements and what is the structure of organizational performance, and what are the links between organizational performance elements 3) What strategic roles does the HR function play in the organization 4) How do organizational contextual factors influence the linkages in SHRM system? It was found, first, that HRM in the researched enterprises was undergoing a change to a strategic model. Second, links between business strategies, HRM and organizational performance were proved in Chinese settings. Third, it deconstructed organizational performance into HR outcomes, organizational outcomes, and financial accounting outcomes, and proved the hierarchical effects between HRM and financial accounting outcomes. Fourth, it linked organizational performance and strategic role of HR function in strategy formulation to business strategies, which made a dynamic SHRM model generating sustainable competitive advantage. Fifth, it empirically proved that HR not only helped in implementing strategies but was also involved in the strategy formulation process.
Supervisor: Not available Sponsor: Not available
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.585194  DOI: Not available
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