Purpose: This study examines the impact of a change (an acquisition) on the performance of the human capital of a High Performance Work System (HPWS) setting. It specifically investigates human capital dimensions such as employee incentives, skills, participation, firm-specific knowledge and customer relations performance.
Design/methodology/approach: Using an exploratory approach, this paper is based on both qualitative and quantitative analysis. Findings – This paper adds to the performance management literature and further contributes to the impact of change on different components of HPWS settings.
Research limitations/implications: This paper lays the foundation for more thorough studies on the impact of change on HPWS environments. Empirical research will be needed to verify the new conceptual model presented in different high performing settings.
Originality/value: Additional evidence is gained of the importance of effective change management in a HPWS setting.
|Number of pages||23|
|Publication status||Published - 21 Jul 2010|
|Event||Global Accounting and Organizational Change Research Network Conference - Babson College, MA, United States|
Duration: 21 Jul 2010 → 24 Jul 2010
|Conference||Global Accounting and Organizational Change Research Network Conference|
|Period||21/07/10 → 24/07/10|