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Selected Micro- and Macro- Studies

High-performance work systems, organizational commitment, and the role of demographic features in the People's Republic of China

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Pages 2311-2330 | Published online: 10 Nov 2009

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Andrés Raineri & Sergio Valenzuela-Ibarra. (2022) The role of inter-team relational coordination in the high-performance work systems–team performance linkage. The International Journal of Human Resource Management 33:18, pages 3662-3702.
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Huiping Xian, Carol Atkinson & Yue Meng-Lewis. (2019) Guanxi and high performance work systems in China: evidence from a state-owned enterprise. The International Journal of Human Resource Management 30:19, pages 2685-2704.
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Paulo Fragoso, Maria José Chambel & Filipa Castanheira. (2019) The high-performance work system and commitment of the Portuguese Navy personnel. Military Psychology 31:3, pages 251-266.
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Fang Lee Cooke, Brian Cooper, Tim Bartram, Jue Wang & Hexuan Mei. (2019) Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China. The International Journal of Human Resource Management 30:8, pages 1239-1260.
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Evangelia Mylona & Dimitrios Mihail. (2019) Enhancing Employees’ Work Performance through Organizational Justice in the Context of Financial Crisis. A Study of the Greek Public Sector. International Journal of Public Administration 42:6, pages 509-519.
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Emmy van Esch, Li Qun Wei & Flora F. T. Chiang. (2018) High-performance human resource practices and firm performance: the mediating role of employees’ competencies and the moderating role of climate for creativity. The International Journal of Human Resource Management 29:10, pages 1683-1708.
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Panagiotis Gkorezis, Loizos Georgiou & Mamas Theodorou. (2018) High-performance work practices and nurses’ intention to leave: the mediating role of organizational cynicism and the moderating role of human resource management-related educational background. The International Journal of Human Resource Management 29:3, pages 465-484.
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Andrés Raineri. (2017) Linking human resources practices with performance: the simultaneous mediation of collective affective commitment and human capital. The International Journal of Human Resource Management 28:22, pages 3149-3178.
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Kerri Anne Crowne, Jeremy Cochran & Caryl E. Carpenter. (2014) Older-Worker-Friendly Policies and Affective Organizational Commitment. Organization Management Journal 11:2, pages 62-73.
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Stefanos Giannikis & Irene Nikandrou. (2013) The impact of corporate entrepreneurship and high-performance work systems on employees' job attitudes: empirical evidence from Greece during the economic downturn. The International Journal of Human Resource Management 24:19, pages 3644-3666.
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Qing Miao, Alexander Newman, Yanxue Sun & Lin Xu. (2013) What factors influence the organizational commitment of public sector employees in China? The role of extrinsic, intrinsic and social rewards. The International Journal of Human Resource Management 24:17, pages 3262-3280.
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Chin-Ju Tsai & Wen-Lai Wang. (2013) Exploring the factors associated with employees' perceived appraisal accuracy: a study of Chinese state-owned enterprises. The International Journal of Human Resource Management 24:11, pages 2197-2220.
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Louise Tourigny, VishwanathV. Baba, Jian Han & Xiaoyun Wang. (2013) Emotional exhaustion and job performance: the mediating role of organizational commitment. The International Journal of Human Resource Management 24:3, pages 514-532.
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A. Newman & A. Z. Sheikh. (2012) Organizational commitment in Chinese small- and medium-sized enterprises: the role of extrinsic, intrinsic and social rewards. The International Journal of Human Resource Management 23:2, pages 349-367.
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Ziming Cai, Jonathan Llewelyn Morris & Jing Chen. (2011) Explaining the human resource management preferences of employees: a study of Chinese workers. The International Journal of Human Resource Management 22:16, pages 3245-3269.
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Anna Sutton & Carol Atkinson. (2023) Performance at the cost of well-being? Testing the multi-level effects of HR practices on organisational performance via employee experiences and well-being. Evidence-based HRM: a Global Forum for Empirical Scholarship 11:4, pages 675-694.
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