HRM experiences we demonstrated the importance of introducing within

Hrm experiences we demonstrated the importance of

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HRM experiences, we demonstrated the importance of introducing within- organization variances in understanding the process for HRM to impact organizational outcomes. In addi- tion, it is important to note that our focus on the ho- mogeneity of employees HRM experiences diverges from Bowen and Ostroff s (2004) focus on HRM sys- tem strength. Specifically, HRM system strength refers to the extent to which an HRM system sends unambiguous messages about the responses and be- haviors that are expected, rewarded, and valued by the organization (Ostroff & Bowen, 2016). In other words, it is based on whether employees share an understanding about organizations desired work be- haviors. By contrast, our study focuses on the vari- ability of employees HRM experiences, rather than FIGURE 2 The Interaction between Employee-Experienced HIWS and the Homogeneity of HIWS Experiences on Innovation 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Low High Probability (Innovation = 2) at Low Homogeneity of HIWS Experiences ( M – 1 SD ) Probability (Innovation = 1) at Low Homogeneity of HIWS Experiences ( M – 1 SD ) Probability (Innovation = 2) at High Homogeneity of HIWS Experiences ( M + 1 SD ) Probability (Innovation = 1) at High Homogeneity of HIWS Experiences ( M + 1 SD ) Employee-Experienced HIWS Probability of Innovation 2018 2013 Li, Wang, van Jaarsveld, Lee, and Ma
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their shared understanding of desired work behaviors signaled by the HRM system. For the external mechanism, our finding demon- strated that high strategic importance of innova- tion amplified the positive relation between an employee-experienced HIWS and innovation. Prior studies on the strategic contingency of HRM have mainly focused on the alignment of HRM systems with competitive strategies (e.g., differentiation vs. cost leadership; Huselid, 1995). As summarized by Jackson, Schuler, and Jiang (2014), empirical find- ings on the moderating roles of competitive strate- gies have been inconsistent, which might reflect the fact that firms achieve their strategy through various ways (e.g., firms can pursue a differentiation strategy by focusing on innovation or quality management) and the measures of business strategies often ignore different strategic priorities. Our study distinguishes from previous research in that we push beyond competitive strategies to directly capture organiza- tions strategic need and priority regarding innova- tion. By directly examining the strategic importance of innovation, our study contributes to the strategic contingency of HRM. For the temporal mechanism, we introduced the concept of churn to the HRM literature to investigate how human resource flow shaped the relation be- tween HIWSs and innovation. It is important to note that the churn in human resources is an emergent construct that describes the total quantitative human resource flow, regardless of the qualitative changes associated with employee departures and re- placements (Nyberg & Ployhart, 2013). Our finding demonstrated that the churn in human resources amplified the positive effect of an employee- experienced HIWS on innovation by improving the adaptability associated with collective interactions.
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