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TO FIT IN OR STAND OUT? COMPETING DRIVERS OF HIGH-PERFORMANCE WORK SYSTEMS ADOPTION AND CONSEQUENCES IN NEW AND ESTABLISHED FIRMS

dc.contributor.authorKim, Joonyoung
dc.contributor.chairKehoe, Rebecca
dc.contributor.committeeMemberBurton, M. Diane
dc.date.accessioned2022-01-24T18:06:33Z
dc.date.available2022-01-24T18:06:33Z
dc.date.issued2021-12
dc.description80 pages
dc.description.abstractThis study explores the antecedents of high-performance work systems (HPWS) and the consequences of HPWS adoption by juxtaposing external (i.e., institutional pressure) and internal (i.e., resource constraints and strategic goals) environmental factors. Although prior research has suggested that focal firms’ internal and external factors, separately, may influence their decision-making in adopting HPWS as well as the consequences of their decisions, I propose that the juxtaposition of internal and external factors helps researchers gain a fine-grained understanding of the competing goals of the focal firms. Drawing on insights from the institutional theory and contingency theory, I argue that although firms universally experience industry peers’ HPWS use as a key external factor, focal firms’ firm age and market entry timing may serve as the key internal factors that create variations in their decisions to adopt HPWS and consequences. Using nationally representative longitudinal data on 3,317 firm-year observations from seven waves of data between 2005 and 2017, I find that firms of different ages (i.e., new vs. established firms) and market entry timing groups (i.e., first-movers vs. late-movers) are motivated differently when their industry peers increase or decrease the use of HPWS. Also, I find that the performance consequences of a focal firm’s HPWS adoption decisions are a function of whether the firm is a first-mover or a late-mover, in combination with the level of its industry peers’ HPWS use.
dc.identifier.doihttps://doi.org/10.7298/7yh9-6k76
dc.identifier.otherKim_cornell_0058O_11347
dc.identifier.otherhttp://dissertations.umi.com/cornell:11347
dc.identifier.urihttps://hdl.handle.net/1813/110768
dc.language.isoen
dc.subjectentrepreneurial management
dc.subjectentrepreneurship
dc.subjecthigh-performance work systems
dc.subjecthuman resources management
dc.subjectmarket entry timing
dc.subjectstrategic human resources management
dc.titleTO FIT IN OR STAND OUT? COMPETING DRIVERS OF HIGH-PERFORMANCE WORK SYSTEMS ADOPTION AND CONSEQUENCES IN NEW AND ESTABLISHED FIRMS
dc.typedissertation or thesis
dcterms.licensehttps://hdl.handle.net/1813/59810.2
thesis.degree.disciplineIndustrial and Labor Relations
thesis.degree.grantorCornell University
thesis.degree.levelMaster of Science
thesis.degree.nameM.S., Industrial and Labor Relations

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