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The International Journal of Human Resource Management Volume 22, 2011 - Issue 12
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Original Articles

High-involvement information sharing practices: an international perspective

J. Bruce Prince College of Business Administration, Kansas State University, Manhattan, KS, USACorrespondence[email protected]
,
Jeffrey Katz College of Business Administration, Kansas State University, Manhattan, KS, USA
&
Rüdiger Kabst Justus-Liebig-Universität, Gießen, Germany
Pages 2485-2506 | Published online: 28 Jul 2011

Citations (14)

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Read on this site (3)

Paul N. Gooderham, Wolfgang Mayrhofer & Chris Brewster. (2019) A framework for comparative institutional research on HRM. The International Journal of Human Resource Management 30:1, pages 5-30.
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Sally Coleman Selden & Jessica E. Sowa. (2015) Voluntary Turnover in Nonprofit Human Service Organizations: The Impact of High Performance Work Practices. Human Service Organizations: Management, Leadership & Governance 39:3, pages 182-207.
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Eun Kyung Lee, Woonki Hong & Ariel C. Avgar. (2015) Containing conflict: a relational approach to the study of high-involvement work practices in the health-care setting. The International Journal of Human Resource Management 26:1, pages 100-122.
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Articles from other publishers (11)

Vijay Pereira & Ashish Malik. (2021) A Passage to India : Altering Tracks through Paternalistic Welfarism for High Performance in India's Public Sector Rail Undertakings . British Journal of Management 34:1, pages 129-149.
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Nicholas R. Prince, Benjamin Krebs, J. Bruce Prince & Rüediger Kabst. (2022) Revisiting Gooderham et al. (1999) “Institutional and Rational Determinants of Organizational Practices: Human Resource Management in European Firms”. Journal of World Business 57:6, pages 101316.
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Yiyang Sun & Aminu Mamman. (2021) Adoption of high‐performance work systems in small and medium‐sized enterprises. Asia Pacific Journal of Human Resources 60:3, pages 479-509.
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Ahmad M. Obeidat. (2020) High-involvement HRM and positive WOM intentions: a mediation model. Management Research Review 44:5, pages 781-805.
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Angela Kornau, Ilka Marie Frerichs & Barbara Sieben. (2020) An empirical analysis of research paradigms within international human resource management: The need for more diversity. German Journal of Human Resource Management: Zeitschrift für Personalforschung 34:2, pages 148-177.
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Rhokeun Park. (2017) Exploring the link between top-down information sharing and organisational performance: the moderating role of flexible manufacturing strategy. Human Resource Management Journal 27:4, pages 598-613.
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Thomas L. Powers, Shibin Sheng & Julie Juan Li. (2016) Provider and relational determinants of customer solution performance. Industrial Marketing Management 56, pages 14-23.
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Daniel Pittino, Francesca Visintin, Tamara Lenger & Dietmar Sternad. (2016) Are high performance work practices really necessary in family SMEs? An analysis of the impact on employee retention. Journal of Family Business Strategy 7:2, pages 75-89.
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Konstantinos C. Kostopoulos, Nikos Bozionelos & Evangelos Syrigos. (2015) Ambidexterity and Unit Performance: Intellectual Capital Antecedents and Cross-Level Moderating Effects of Human Resource Practices. Human Resource Management 54:S1, pages s111-s132.
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Aviv Kidron, Shay S. Tzafrir, Ilan Meshulam & Roderick D. Iverson. (2013) Internal integration within human resource management subsystems. Journal of Managerial Psychology 28:6, pages 699-719.
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Bert Schreurs, Hannes Guenter, Désirée Schumacher, IJ. Hetty Van Emmerik & Guy Notelaers. (2013) Pay‐Level Satisfaction and Employee Outcomes: The Moderating Effect of Employee‐Involvement Climate. Human Resource Management 52:3, pages 399-421.
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