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Strategic Human Resource Practices, Top Management Team Social Networks, and Firm Performance: The Role of Human Resource Practices in Creating Organizational Competitive Advantage
Christopher J. Collins and Kevin D. Clark
The Academy of Management Journal
Vol. 46, No. 6 (Dec., 2003), pp. 740-751
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/30040665
Page Count: 12
You can always find the topics here!Topics: Social networking, Human resources, Sales growth, Environmental management, Business structures, Incentive pay, Modeling, Chief executive officers, Financial management, Desire
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In this article, we begin to explore the black box between human resources (HR) practices and firm performance. Specifically, we examine the relationships between a set of network-building HR practices, aspects of the external and internal social networks of top management teams, and firm performance. Results from a field study with 73 high-technology firms showed that the relationships between the HR practices and firm performance (sales growth and stock growth) were mediated through their top managers' social networks.
The Academy of Management Journal © 2003 Academy of Management