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dc.contributor.authorCollins, Christopher J.
dc.contributor.authorClark, Kevin D.
dc.date.accessioned2021-07-06T16:02:02Z
dc.date.available2021-07-06T16:02:02Z
dc.date.issued2003-12
dc.identifier.citationCollins, 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.en_US
dc.identifier.urihttps://hdl.handle.net/1813/103961
dc.description.abstractIn 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.en_US
dc.language.isoen_USen_US
dc.publisherAcademy of Managementen_US
dc.subjectfirm performanceen_US
dc.subjecthuman resource practicesen_US
dc.subjectcompetitive advantageen_US
dc.subjectsocial networksen_US
dc.titleStrategic Human Resource Practices, Top Management Team Social Networks, and Firm Performance: The Role of Human Resource Practices in Creating Organizational Competitive Advantageen_US
dc.typearticleen_US
dc.relation.doihttps://doi.org/10.5465/30040665en_US
schema.accessibilityFeaturebookmarksen_US
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schema.accessibilityFeaturestructuralNavigationen_US
schema.accessibilityFeaturetaggedPDFen_US
schema.accessibilityHazardnoneen_US
schema.accessibilitySummaryAccessible pdfen_US


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