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Strategic Human Resource Practices, Top Management Team Social Networks, and Firm Performance: The Role of Human Resource Practices in Creating Organizational Competitive Advantage
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Show full item recordAbstract
In this article, we begin to explore the black box between human resources (HR) practices and firm performance. Specifically, we examine the relationships between a set of network-building HR practices, aspects of the external and internal social networks of top management teams, and firm performance. Results from a field study with 73 high-technology firms showed that the relationships between the HR practices and firm performance (sales growth and stock growth) were mediated through their top managers' social networks.
Date Issued
2003-12Publisher
Academy of Management
Subject
firm performance; human resource practices; competitive advantage; social networks
Related DOI:
https://doi.org/10.5465/30040665Previously Published As
Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46(6): 740-751.
Type
article
Accessibility Feature
bookmarks; highContractDisplay; reading order; structural navigation; tagged PDF
Accessibility Hazard
none
Accessibility Summary
Accessible pdf