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dc.contributor.authorWelbourne, Theresa M.
dc.contributor.authorCyr, Linda A.
dc.date.accessioned2020-11-25T14:50:57Z
dc.date.available2020-11-25T14:50:57Z
dc.date.issued1997-11-01
dc.identifier.other125514
dc.identifier.urihttps://hdl.handle.net/1813/77024
dc.description.abstractWe study SHRM by taking an organizational level perspective on control over all employees. Drawing from agency theory, control theory, and the resource-based view of the firm, we develop hypotheses regarding the differential effects on firm performance of various overarching approaches to human resource management (HRM) control implemented in small, growing firms. We test our hypotheses in a longitudinal study of 342 firms that went public in 1993. Results support the negative effect of bureaucratic HRM control on market-based measures of performance, while firm-specific HRM control and incentive-based HRM control are related to internal measures of firm growth.
dc.language.isoen_US
dc.subjectemployee
dc.subjectorganization
dc.subjectperformance
dc.subjectwork
dc.subjectstudies
dc.subjectSHRM
dc.subjectHRM
dc.subjecthuman resource
dc.subjectmarket
dc.subjectincentive
dc.titleThe View from the Top: How Strategic Human Resource Management Affects the Performance of Initial Public Offering Firms
dc.typepreprint
dc.description.legacydownloadsThe_View_from_the_TopWP97_27.pdf: 2062 downloads, before Oct. 1, 2020.
local.authorAffiliationWelbourne , Theresa M.: Cornell University
local.authorAffiliationCyr, Linda A.: Cornell University


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