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The purpose of this paper is to investigate how service-oriented high-performance work systems (HPWSs) contribute to logistics performance and the mediation mechanisms underlying this relationship.

Employees and their managers from logistics departments and/or business departments of manufacturing firms in the Vietnamese business setting were recruited as participants in the data collection. Structural equation modeling was employed for the data analysis.

Service-oriented HPWSs demonstrated the positive effects on logistics performance via serving culture. Serving culture was found to have the positive link with logistics performance via the mediating roles of collective role breadth self-efficacy and collective customer knowledge.

The current research extends the logistics management research by identifying service-oriented HPWSs as an antecedent of logistics performance as well as the mediation mechanisms underlying this effect.

The purpose of this paper is to investigate the effect competition has on organizations’ use of high-performance work systems (HPWSs). Specifically, using the resource-based view (RBV) of the firm, it develops a logic for why firms will increase their use of an HPWS when competition increases. It investigates the direct effect of competition on HPWS use. Additionally, it takes a look at the impact market commonality and resource similarity have on the influence of competition on organizations’ use of an HPWS.

Survey method design was used to collect data about organizations from 127 alumni of two large Midwestern universities in the USA. Data were analyzed using OLS regression analysis.

The main finding of this paper is that competition increases the use of HPWSs. There was not statistical support for the effect of market commonality or resource similarity to influence the competition–HPWS relationship.

This study uses the RBV of the firm to understand how competition influences the adoption of HPWSs. Additionally, it also investigated the effect of market commonality and resource similarity, which has not previously been looked at.

This paper aims to study the relationship between high-performance work system (HPWS) and organizational performance and to examine the role of human resource development (HRD) Climate in mediating the relationship between HPWS and the organizational performance in the context of the power sector of India.

The empirical research paper has been conceptualized on the basis of extensive literature survey and examined through a case-based approach. Data and information collected to examine strength of the proposed hypothesis in the context of a power-based company in India.

Agreeing with most of the research, HPWS is found to be positively related with organizational performance. The result does not agree with the HPWS research conducted in Asian countries. Taking clues from “Black Box” approach, the role of HRD Climate as a mediating factor has been studied. The result proved that HPWS influences organizational performance through a supportive development environment (HRD climate) based on openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimentation (OCTAPAC).

Designing and implementing HPWS requires the organization to nurture and develop a suitable HRD climate through development of organizational culture based on OCTAPAC.

Implications for HRD–HPWS practices such as group-based pay, decentralized participative decisions, self-managed work teams, social and family events, and appraisal based on team goals along with OCTAPAC culture can significantly contribute to the transfer climate by influencing both peer and supervisor. It can significantly contribute to training motivation by influencing both career and job attitudes, and organizational commitment of trainees.

The research is unique in its attempt to understand the role HRD climate as intermediating variables to enhance the effectiveness of HPWS. This may add a lot of value in encouraging organizations to establish HRD Climate.

Upon the premises of social exchange theory (SET), this study aimed at hypothesizing and examining a serial mediation model that investigated the underlying mechanism through which a high-performance work system (HPWS) affects individuals’ future time perspective (FTP).

The hypothesized relationships were examined using responses collected from 275 employees from 15 local private banks and 40 established branches through a proportionate stratified sampling technique. The statistical package for social sciences (SPSS) PROCESS macro 3.0 and analysis of moment’s structure (AMOS) 24.0 were employed for data analysis purposes.

The study revealed that HPWS is indirectly related to the individuals’ FTP through workplace social courage (WSC) and employee well-being (EWB) sequentially. Prescriptions for theoretical and managerial implications were discussed, and future research viewpoints with limitations were acknowledged.

This study illuminated the underlying mechanism and theoretical logic linking HPWS and individuals’ FTP by proposing the serial mediating effect of WSC and EWB.

This study clarifies how intra-organizational social capital (IOSC) and unit-organizational ambidexterity (UOA), using resource-based view and dynamic capability theory, together support organizational value creation. While there is research in strategic human resource management (SHRM) exploring the role of resources and its uses, there remains limited understanding of how resources are linked and their effective utilization in the service sector. This study aims to examine the mediating process linking employee-experienced service-oriented high-performance work systems (SHPWS) experienced by employees and service performance by integrating IOSC and UOA.

This study uses time lagged data from managers and employees of different branches of Chinese state-owned banks. To test the proposed hypotheses, path analysis was applied.

The path analysis results reveal that employee-experienced SHPWS is an important antecedent of service performance. Moreover, IOSC (as resources) and UOA (uses) strongly mediate the theorized relationship.

This study attempts to refine theory and practice with clearer, more insightful and coherent means to better understand and help unpack the ‘black box’ between SHPWS-performance relationships through a new linkage model.

The present research aims to examine the scholarly literature on high-performance work practices (HPWPs). Relevant comparisons were made between the hospitality industry, service industry and various other contextual environments in general business that might impact the choice and implementation of HPWPs, and a set of work practices was proposed for the hospitality industry.

A comprehensive review was conducted of scholarly literature related to HPWPs that was published in the past 25 years (1991-2015). A total of 89 scholarly articles were considered in this summary. Based on this review, HPWPs in the hospitality industry were compared and contrasted with other industry sectors.

There is little consensus among researchers concerning specific HPWPs that should be used by every company to improve their organizational- or individual-level performance. Thus, a specific set of 13 HPWPs that take into consideration the unique characteristics of the industry, based on a review of empirical research, was identified for the hospitality industry as a starting point for future research in the hospitality industry.

Following a comparison of HPWPs in the hospitality, services literature and manufacturing-based industry context, the authors extend the body of knowledge and propose a set of HPWPs for future research in the hospitality industry. HPWPs can have positive impacts on both organizational- and individual-level performance. Thirteen specific hospitality HPWPs were identified that are most beneficial, and the circumstances under which they might yield optimal results enhance the scholar’s understanding of HPWPs and provide guidance to human resource professionals to make evidence-based decisions. A better understanding of HPWPs can assist human resource professionals in making policy decisions that optimize the use of human capital in their organizations.

This study aims to provide an up-to-date theoretically based qualitative review regarding the “high-performance work systems” (HPWS) approach in the area of the tourism and hospitality management. The aim is to classify the so-far studies between those that examine the general “black-box” issue and those that investigate the actual process of the “black-box.” Finally, this study identifies the “gaps” in the literature and provides avenues for further research.

This review is based on a systematic critical analysis of the HPWS research that has been conducted explicitly on the tourism and hospitality industry during the years 2004-2019 (N = 28), published in core HRM and management journals.

This study identifies a significant gap in the progress of the HPWS research in the tourism and hospitality sector, contrary to the so-far research in the generic human resource management (HRM) literature. Hence, recommendations and suggestions are provided for advancing the HPWS research in the particular sector, including the need for more advanced conceptual and statistical models by focusing specifically on the process of the “black-box.”

The present review contributes considerably to the HPWS research in the tourism and hospitality sector and recommends avenues for further research in enhancing the overall HPWS literature.

This is the first study that reviews the HPWS literature in the tourism and hospitality sector, in an effort to reconcile the differences between the present sector and the generic HRM literature.

The purpose of this paper is to examine the influence of high performance work systems (HPWSs) on employee voice, employee innovation and organization performance in a service organization. The study examines the mediating roles of employee voice on HPWSs and organizational performance.

An online survey was distributed to 600 professional staff and a total number of 360 respondents returned the survey. The hypotheses are tested through the use of the variance-based structural equation modeling (SEM) technique.

These findings indicate that the HPWS has a significant impact on employee innovation and organization performance. The empirical evidence does not support the relationship between HPWS and employee voice and also employee voice does not mediate the relationship between HPWS and organization performance in a human resource (HR) service organization.

Employee voice does not empirically mediate the relationship between HPWS and organization performance; other factors can be further explored. Future research should employ other theories of strategic human resource management (SHRM) to further explore more factors that influence the HPWS on employee innovation, employee voice and organization performance.

The organization should respond to employee voice through aforementioned rather than the use of traditional, strategic and operational methods or tools believed to be the best approach to employee issues.

This study builds a solid empirical investigation that contributes to the HPWS existing body of knowledge. It is also significant as it is one of the few studies that examine the link between HPWS and job outcomes, like employee voice, employee innovation and organizational performance, in an HR service organization and also employee voice as a mediator on HPWS and organizational performance.

This study determines the effects of high-involvement work practices (HIWPs) and servant leadership (SL) on job crafting (JC). It also investigates the effect of JC on innovative work behavior (IWB). It further examines the mediating role of JC in the relationship between HIWPs and IWB, as well as between SL and IWB based on self-determination theory and conservation of resources theory.

Data were collected in two waves with a one-week interval (Time 1 and Time 2) from 138 nurses from seven public hospitals in Baghdad through survey design. The data analysis was done through structural equation modeling using smart partial least squares.

This study reveals that HIWPs and SL have significant effects on JC, while JC has a significant relationship with IWB. It also shows that JC has a significant mediating role in the relationship between HIWPs and IWB. Finally, the relationship between SL and IWB is significantly mediated by JC.

This study contributes to the extant literature by revealing the direct effects of JC on IWB. It further unveils the mediating effect of JC on the nexus between HIWPs and IWB, as well as between SL and IWB. This mediating effect has been overlooked in the empirical literature.