Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · 2016 · 25 citations · 66 references
ManagementStrategic ManagementStrategyBusiness StrategyCorporate StrategyStrategic PlanningFirm ResourcesHigh-performance Work SystemsOrganizational StrategyResource DependenceResource LeveragingStrategic FitDependence ReductionDependency TheoryFirm PerformanceHigh PerformanceOrganizational DependenceResource-based TheoryStrategic Decision-making Under UncertaintyStrategic Resource Alignment
Abstract Firm performance is a major concern for all organizations and involves a multitude of antecedents. Reducing environmental uncertainty and dependency through the use of strategic actions in the resource dependency theory (RDT) framework and enhancing work practices through high performance work systems (HPWS) lead to higher levels of firm performance. We reveal the interconnectivity between RDT and HPWS and develop propositions as to how components of HPWS positively moderate the relationship between firm performance and the environmental uncertainty‐reducing strategic actions proposed by RDT such as mergers and acquisitions, joint ventures, boards of directors, political action, and executive succession. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.
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