5,589
Views
30
CrossRef citations to date
0
Altmetric
Articles

Determinants of employee training: impact on organizational legitimacy and organizational performance

, &

References

  • Aerts, W., Cormier, D., & Magnan, M. (2006). Intra-industry imitation in corporate environmental reporting: An international perspective. Journal of Accounting and Public Policy, 25, 299–331.10.1016/j.jaccpubpol.2006.03.004
  • Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103, 411–423.10.1037/0033-2909.103.3.411
  • Apospori, E., Nikandrou, I., Brewster, C., & Papalexandris, N. (2008). HRM and organizational performance in northern and southern Europe. The International Journal of Human Resource Management, 19, 1187–1207.10.1080/09585190802109788
  • Bacon, N., & Hoque, K. (2005). HRM in the SME sector: Valuable employees and coercive networks. International Journal of Human Resource Management, 16, 1978–1999.
  • Bansal, P., & Roth, K. (2002). Why companies go green: A model of ecological responsiveness. Academy of Management Journal, 43, 717–736.
  • Barclay, D., Higgins, C., & Thompson, R. (1995). The partial least squares (PLS) approach to causal modelling: Personal computer adoption and use as an illustration. Technology Studies, 2, 285–309.
  • Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120.10.1177/014920639101700108
  • Barreto, I., & Baden-Fuller, Ch (2006). To conform or to perform? To conform or to perform? Mimetic behaviour, legitimacy-based groups and performance consequences. Journal of Management Studies, 43, 1559–1581.
  • Bartel, A. P. (1994). Productivity gains from the implementation of employee trainings programs. Industrial Relations, 33, 401–425.
  • Batt, R. (2002). Managing customer services: Human resource practices, quit rates, and sales growth. Academy of Management Journal, 45, 587–597.10.2307/3069383
  • Baum, J. A. C., & Oliver, C. (1991). Institutional linkages and organizational mortality. Administrative Science Quarterly, 36, 187–217.10.2307/2393353
  • Berrone, P., Gelabert, L., & Fosfuri, A. (2009). The impact of symbolic and substantive actions on environmental legitimacy. Academy of Management Journal, 778, 1–27.
  • Björkman, I., Fey, C., & Park, H. J. (2007). Institutional theory and MNC subsidiary HRM practices: Evidence from a three-country study. Journal of International Business Studies, 38, 430–446.10.1057/palgrave.jibs.8400267
  • Boon, C., Paauwe, J., Boselie, P., & Den Hartog, D. (2009). Institutional pressures and HRM: Developing institutional fit. Personnel Review, 38, 492–508.10.1108/00483480910978018
  • Booth, A., Francesconi, M., & Zoege, G. (2003). Unions, training and wages: Evidence for British men. Industrial and Labor Relation Review, 57, 68–91.10.1177/001979390305700104
  • Boselie, P. (2009). A balanced approach to understanding the shaping of human resource management in organisations. Management revue, 20, 90–108.
  • Boselie, P., Paauwe, J., & Richardson, R. (2003). Human resource management, institutionalization and organizational performance: A comparison of hospitals, hotels and local government. The International Journal of Human Resource Management, 14, 1407–1429.10.1080/0958519032000145828
  • Boselie, P., Dietz, G., & Boon, C. (2005). Commonalities and contradictions in HRM and performance research. Human Resource Management Journal, 15, 67–94.10.1111/hrmj.2005.15.issue-3
  • Boselie, P., Brewster, C., & Paauwe, J. (2009). In search of balance – Managing the dualities of HRM: An overview of the issues. Personnel Review, 38, 461–471.10.1108/00483480910977992
  • Boxall, P. F. (1996). The strategic HRM debate and the resource-based view of the firm. Human Resource Management Journal, 6, 59–75.10.1111/hrmj.1996.6.issue-3
  • Boxall, P., & Purcell, J. (2003). Strategy and human resource management. Basingstoke: Palgrave MacMillan.
  • Brandes, P., Hadani, M., & Goranova, M. (2006). Stock options expensing: An examination of agency and institutional theory explanations. Journal of Business Research, 59, 595–603.10.1016/j.jbusres.2005.09.018
  • Brown, A., & Toyoki, S. (2013). Identity work and legitimacy. Organization Studies, 1–22.
  • Bryan, J. (2006). Training and performance in small firms. International Small Business Journal, 24, 635–660.10.1177/0266242606069270
  • Budhwar, P. S., & Debrah, Y. (2001). Rethinking comparative and cross-national human resource management research. The International Journal of Human Resource Management, 12, 497–515.10.1080/713769629
  • Budhwar, P. S., & Sparrow, P. R. (2002). An integrative framework for understanding cross-national human resource management practices. Human Resource Management Review, 12, 377–403.10.1016/S1053-4822(02)00066-9
  • Campbell, J. L. (2006). Institutional analysis and the paradox of corporate social responsibility. American Behavioral Scientist, 49, 925–938.10.1177/0002764205285172
  • Certo, S. T., & Hodge, F. (2007). Top management team prestige and organizational legitimacy: An examination of investor perceptions. Journal of Managerial Issues, 19, 461–477.
  • Clemens, B. W., & Douglas, T. J. (2005). Understanding strategic responses to institutional pressures. Journal of Business Research, 58, 1205–1213.10.1016/j.jbusres.2004.04.002
  • Collins, C. J., & Clark, K. D. (2003). Strategic human resource practices, top management team social networks, and firm performance: The role of human resource practices in creating organizational competitive advantage. Academy of Management Journal, 46, 740–751.10.2307/30040665
  • Collins, D., & Holton, E. (2004). The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001. Human Resource Development Quarterly, 15, 217–248.10.1002/(ISSN)1532-1096
  • Comacchio, A., & Scapolan, A. (2004). The adoption process of corporate e-learning in Italy. Education and Training, 46, 315–325.10.1108/00400910410555222
  • Combs, J. G., Michael, S., & Castrogiovanni, G. J. (2009). Institutional influences on the choice of organizational form: The case of franchising. Journal of Management, 35, 1268–1290.10.1177/0149206309336883
  • Dacin, M. T., Oliver, C., & Roy, J. P. (2007). The legitimacy of strategic alliances: An institutional perspective. Strategic Management Journal, 28, 169–187.10.1002/(ISSN)1097-0266
  • De Kok, J. (2002). The impact of firm-provided training on production: Testing for firm-size effects. International Small Business Journal, 20, 271–295.10.1177/0266242602203003
  • Deephouse, D. L. (1999). To be different or to be the same? It’s a question (and theory) of strategic balance. Strategic Management Journal, 20, 147–166.10.1002/(ISSN)1097-0266
  • Delmas, M., & Toffel, M. W. (2004). Stakeholders and environmental management practices: An institutional framework. Business Strategy and the Environment, 13, 209–222.10.1002/(ISSN)1099-0836
  • DiMaggio, P. J., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48, 147–160.10.2307/2095101
  • DiMaggio, P. J., & Powell, W. W. (1991). Introduction. In W. W. Powell & P. J. DiMaggio (Eds.), The new institutionalism in organizational analysis (pp. 1–38). Chicago, IL: University of Chicago Press.
  • Drori, I., & Honig, B. (2013). A process model of internal and external legitimacy. Organization Studies, 34, 345–376.10.1177/0170840612467153
  • Farndale, E., & Brewster, C. (2005). In search of legitimacy: Personnel management associations worldwide. Human Resource Management Journal, 15, 33–48.10.1111/hrmj.2005.15.issue-3
  • Farndale, E., & Paauwe, J. (2007). Uncovering competitive and institutional drivers of HRM practices in multinational corporations. Human Resource Management Journal, 17, 355–375.10.1111/hrmj.2007.17.issue-4
  • Fennell, M. L., & Alexander, J. A. (1987). Organizational boundary spanning in institutionalized environments. Academy of Management Journal, 30, 456–476.10.2307/256009
  • Fleetwood, S., & Hesketh, A. (2008). Theorising under-theorisation in research on the HRM-performance link. Personnel Review, 37, 126–144.10.1108/00483480810850506
  • Fornell, C., & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18, 7–23.
  • Gooderham, P., & Nordhaug, O. (2010). One European model of HRM? Cranet empirical contributions Human Resource Management Review, 21, 27–36.
  • Gooderham, P., Nordhaug, O., & Ringdal, K. (1999). Institutional and rational determinants of organizational practices: Human resource management in European firms. Administrative Science Quarterly, 44, 507–530.10.2307/2666960
  • Green, F., Machin, S., & Wilkinson, D. (1999). Trade unions and training practices in Brithish workplaces. Industrial and Labor Relations Review, 52, 179–195.10.1177/001979399905200202
  • Greenwood, R., Suddaby, R., & Hinings, C. R. (2002). Theorizing change: The role of professional associations in the transformation of institutionalized fields. Academy of Management Journal, 45, 58–80.10.2307/3069285
  • Guler, I., Guillén, M. F., & Macpherson, J. M. (2002). Global competition, institutions and the diffusion of organizational practices: The international spread of ISO 9000 quality certificates. Administrative Science Quarterly, 47, 207–232.10.2307/3094804
  • Harris, J. (2007). Do firms do “worse” by doing “bad”? Financial misrepresentation and subsequent firm performance. Academy of Management, Best Conference Paper. Philadelphia.
  • Harcourt, M., Lam, H., & Harcourt, S. (2005). Discriminatory practices in hiring: Institutional and rational economic perspectives. The International Journal of Human Resource Management, 16, 2113–2132.10.1080/09585190500315125
  • Hargadon, A., & Douglas, Y. (2001). When innovations meet institutions: Edison and the design of the electric light. Administrative Science Quarterly, 46, 476–501.
  • Hillebrand, B., Nijholt, J., & Nijssen, E. (2011). Exploring CRM effectiveness: An institutional theory perspective. Journal of the Academy of Marketing Science, 39, 592–608.10.1007/s11747-011-0248-3
  • Honig, B., & Karlsson, T. (2004). Institutional forces and the written business plan. Journal of Management, 30, 29–48.10.1016/j.jm.2002.11.002
  • Hoyle, R. H., & Panter, A. T. (1995). Writing about structural equation models. In R. H. Hoyle (Ed.), Structural equation modeling (pp. 158–176). Thousand Oaks, CA: Sage.
  • Hussi, T. (2004). Reconfiguring knowledge management-combining intellectual capital, intangible assets and knowledge creation. Journal of Knowledge Management, 8, 36–52.10.1108/13673270410529091
  • Jayawarna, D., Macpherson, A., & Wilson, A. (2007). Training commitment and performance in manufacturing SMEs: Incidence, intensity and approaches. Journal of Small Business and Enterprise Development, 14, 321–338.10.1108/14626000710746736
  • Kathri, N. (2000). Managing human resource for competitive advantage: A study of companies in Singapore. The International Journal of Human Resource Management, 11, 336–365.
  • Kaufman, B. (2012). Strategic human resource management in the United State: A failing grade after 30 years? Academy of Management Perspectives, 26, 12–36.10.5465/amp.2012.0037
  • Koch, M. J., & McGrath, R. G. (1996). Improving labor productivity: Does Human Resource Management policies do matter. Strategic Management Journal, 17, 335–354.10.1002/(ISSN)1097-0266
  • Kostova, T. (1999). Transnational transfer of strategic organizational practices: A contextual perspective. Academy of Management Review, 24, 308–324.
  • Kostova, T., & Roth, K. (2002). Adoption of an organizational practice by subsidiaries of multinational corporations: Institutional and relational effects. Academy of Management Journal, 45, 215–233.10.2307/3069293
  • Kostova, T., & Zaheer, S. (1999). Organizational legitimacy under conditions of complexity: The case of the multinational enterprise. Academy of Management Journal, 24, 64–77.
  • Liu, H., Ke, W., Wei, K. K., Gu, J., & Chen, H. (2010). The role of institutional pressures and organizational culture in the firm’s intention to adopt internet-enabled supply chain management systems. Journal of Operations Management, 28, 372–384.10.1016/j.jom.2009.11.010
  • Love, E. G., & Cebon, P. (2008). Meanings on multiple levels: The influence of field-level and organizational-level meaning systems on diffusion. Journal of Management Studies, 45, 239–267.
  • Magán, A., & Céspedes, J. (2007). Downsizing diffusion in the spanish context: A two-step model. Revista Europea de Dirección y Economía de la Empresa, 16, 55–72.
  • Mayo, M., Pastor, J. C., Gómez-Mejía, L., & Cruz, C. (2009). Why some firms adopt telecommuting while others do not: A contingency perspective. Human Resource Management, 48, 917–939.10.1002/hrm.v48:6
  • Mazza, C., & Alvarez, J. L. (2000). Haute couture and prêt-a-pòrter: The popular press and the diffusion of management practices. Organization Studies, 21, 567–588.10.1177/0170840600213004
  • Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and ceremony. American Journal of Sociology, 83, 340–363.10.1086/226550
  • Meyer, J. W., & Scott, W. R. (1983). Centralization and the legitimacy problems of local government. In J. W. Meyer & W. R. Scott (Eds.), Organizational environment: Ritual and rationality (pp. 199–215). Beverly Hills, CA: Sage.
  • Murphy, G. D., & Southey, G. (2003). High performance work practices: Perceived determinants of adoption and the role of the HR practioner. Personnel Review, 32, 73–92.10.1108/00483480310454736
  • Nguyen, T. V., & Bryant, S. E. (2004). A study of the formality of human resource management practices in small and medium-size enterprises in Vietnam. International Small Business Journal, 22, 595–618.10.1177/0266242604047412
  • Nikandrou, I., Apospori, E., Panayotopoulo, L., Stavrou, E. T., & Papalexandris, N. (2008). Training and firm performance in Europe: The impact of national and organizational characteristics. The International Journal of Human Resource Management, 19, 2057–2078.10.1080/09585190802404304
  • Oliver, C. (1997). Sustainable competitive advantage: Combining institutional and resource-based views. Strategic Management Journal, 18, 697–713.10.1002/(ISSN)1097-0266
  • Ordíz, M., & Fernández, E. (2005). Influence of the sector and the environment on human resource practices’ effectiveness. The International Journal of Human Resource Management, 16, 1349–1373.10.1080/09585190500220242
  • Osterman, P. (1994). How common is workplace transformation and who adopts it? ILR Review, 47, 173–188.10.1177/001979399404700202
  • Paauwe, J. (2004). HRM and performance: Achieving long term viability. Oxford: Oxford University Press.10.1093/acprof:oso/9780199273904.001.0001
  • Paauwe, J., & Boselie, P. (2003). Challenging ‘strategic HRM’ and the relevance of the institutional setting. Human Resource Management Journal., 13, 56–70.10.1111/hrmj.2003.13.issue-3
  • Paauwe, J., & Boselie, P. (2005). HRM and performance: What’s next? Human Resource Management Journal, 15, 68–83.10.1111/j.1748-8583.2005.tb00296.x
  • Paauwe, J., & Boselie, P. (2007). HRM and societal embededness, The Oxford handbook of human resource management. Oxford: Oxford University Press.
  • Pasamar, S., & Valle, R. (2015). Antecedents of work–life involvement in work–life issues: institutional pressures, efficiency gains or both? The International Journal of Human Resource Management, 26, 1130–1151.10.1080/09585192.2014.925945
  • Paul, A. K., & Anantharaman, R. N. (2003). Impact of people management practices on organizational performance: Analysis of a causal model. International Journal of Human Resource Management, 14, 1246–1266.10.1080/0958519032000145648
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioural research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88, 879–903.10.1037/0021-9010.88.5.879
  • Priem, R. L., & Butler, J. E. (2001). Tautology in the resource-based view and the implications of externally determined resource value: Further comments. The Academy of Management Review, 26, 57–66.
  • Rao, H., Henrich, R. G., & Davis, G. F. (2001). Fool’s gold social proof in the initiation and discontinuation coverage by wall street anallysts. Administrative Science Quarterly, 46, 502–526.10.2307/3094873
  • Rothemberg, S. (2007). Environmental managers as institutional entrepreneurs: The influence of institutional and technical pressures on waste management. Journal of Business Research, 60, 749–757.10.1016/j.jbusres.2007.02.017
  • Ruef, M., & Scott, W. R. (1998). A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43, 877–904.10.2307/2393619
  • Scott, W. R. (2001). Institutions and organizations (2ª ed.). Thousand Oaks, CA: Sage.
  • Som, sA. (2007). What drives adoption of innovative SHRM practices in Indian organizations? The International Journal of Human Resource Management, 18, 808–828.10.1080/09585190701248695
  • Stavrou, E. T., & Brewster, C. (2005). The configurational approach to linking strategic human resource management bundles with business performance: Myth or reality? Management Revue, 16, 186–201.
  • Stirpe, L., Trullén, J., & Bonache, J. (2013). Factors helping the HR function gain greater acceptance for its proposals and innovations: Evidence from Spain. The International Journal of Human Resource Management, 24, 3794–3811.10.1080/09585192.2013.778320
  • Straub, D. (1989). Validating instruments in MIS research. MIS Quarterly, 13, 147–169.10.2307/248922
  • Subramony, M. (2006). Why organizations adopt some human resource management practices and reject others: An exploration of rationales. Human Resource Management, 45, 195–210.10.1002/(ISSN)1099-050X
  • Suchman, M. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Review, 20, 571–610.
  • Teo, H. H., Wei, K. K., & Benbasat, I. (2003). Predicting intention to adopt interorganizational linkages: An institutional perspective. Mis Quarterly, 27, 19–49.
  • Tharenou, P., Saks, A. M., & Moore, C. (2007). A review and critique of research of training and organizational-level outcomes. Human Resource Management Review, 17, 251–273.10.1016/j.hrmr.2007.07.004
  • Thomas, T. E. (2005). Are business students buying it? A theoretical framework for measuring attitudes toward the legitimacy of environmental sustainability Business Strategy and the Environment, 14, 186–197.
  • Tolbert, P. S., & Zucker, L. G. (1983). Institutional sources of change in the formal structure of organizations: The diffusion of civil service reform, 1880–1935. Administrative Science Quarterly, 28, 22–39.10.2307/2392383
  • Úbeda, M. (2005). Training and business performance: The Spanish case. The International Journal of Human Resource Management, 16, 1691–1710.
  • Vlachos, I. (2008). The effect of human resource practices on organizational performance: Evidence on Greece. The International Journal of Human Resource Management, 19, 74–97.10.1080/09585190701763933
  • Wright, P., & Geroy, G. (2001). Changing the mindset: The training myth and the need for world-class performance. The International Journal of Human Resource Management, 12, 586–600.10.1080/09585190122342
  • Wright, P., & McMahan, G. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18, 295–320.10.1177/014920639201800205
  • Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human reosurces and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management, 5, 301–326.
  • Wright, P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R. (2005). The relationship between HR practices and firm performance: Examining causal order. Personnel Psychology, 58, 409–446.10.1111/peps.2005.58.issue-2
  • Yang, Y., & Konrad, A. M. (2011). Understanding diversity management practices: Implications of institutional theory and resource based theory. Group and Organization Management, 36, 6–38.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.