In search of sustained competitive advantage: the impact of organizational culture, competitive strategy and human resource management practices on firm performance

Abstract

We develop and test a dynamic model of co-specialized resources for competitive advantage. Using matched data from senior executives and human resource managers, we test the direct and interactive effects of high-performance human resource (HPHR) practices and organizational culture on firm performance. Although the HPHR practices were not an important influence on performance, our findings indicate that organizational culture can be a valuable resource for companies.

Keywords:

• High‐performance human resource practices
• organizational culture
• resource-based view

Notes

Lismen L.M. Chan, International Human Resources, McDonald's Corporation, c/o McDonald's North Asia Division Office, 21/F NatWest Tower, Times Square, Causeway Bay, Hong Kong, PRC (tel: [phone]; fax: [phone]; e-mail: [email protected]). Margaret A. Shaffer, Department of Management, School of Business, The Hong Kong Baptist University, Kowloon Tong, Hong Kong, PRC (tel: [phone]; fax: [phone]; e-mail: [email protected]). Ed Snape, Department of Management, Faculty of Business and Information Systems, The Hong Kong Polytechnic University, Hung Hom, Hong Kong (tel:[phone]; fax: [phone]; e-mail: [email protected]).