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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
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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
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Abstract

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.

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