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Green product development is a pivotal way to achieve environmental sustainability. The purpose of this paper is to theorize and empirically test how environmentally specific leadership enhances the green product development performance from the perspective of the HRM system. In this regard, the authors investigate the mediating role of the strength of the HRM system to change with regard to the relationship between environmentally specific leadership and green product development performance. For a substantial explanation of the boundary condition, the authors investigate the moderating role of the green HRM on the relationship between environmentally specific transformational leadership and the strength of the HRM system.

Based on climate strength theory, the authors use the three-wave survey data from 362 top or middle managers in the new energy industry of China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.

Results confirm a positive effect of environmentally specific leadership and the strength of the HRM system on green product development performance. The authors also found the mediation effect of the strength of the HRM system and the moderation effect of green HRM are all significant.

This study integrates the perspectives of both content-focused HRM and process-focused HRM and demonstrates why leadership and the HRM system could jointly enhance green product development performance in Asia.

The emergence of strengths-based management may be the management innovation of our time. Nearly every organization has been introduced to its precepts – for example, the insight that a person or organization will excel only by amplifying strengths, never by simply fixing weaknesses. But in spite of impressive returns, organizations and managers have almost all stopped short of the breakthroughs that are possible. With micro tools largely in place, the future of strengths management is moving increasingly to the macro-management level, as witnessed in the rapid and far-reaching use of large group methods such as the Appreciative Inquiry Summit and its next generation design-thinking summit. Macro means whole and, by definition, unites many improbable opposites – for example, it embraces top down and bottom up simultaneously. It is a prime time source of organizational generativity. But the rules of macro-management are different than any other kind, most certainly micro-management. A decade of research and successful prototyping with single organizations, regions and cities, extended enterprises, industries, and UN-level world summits reveals five “X” factors – a specific set of mutually reinforcing elements of success and organizational generativity – and provides a clear set of guidelines for when and how you can deploy the “whole system in the room” design summit to bring out the best in system collaboration. By analyzing the performance and impacts of six case studies of the “whole system in the room” Appreciative Inquiry design summit, this chapter provides a bird’s eye view of the opportunities, challenges, and exciting new vistas opening up in this the collaborative age – a time when systemic action and macro-management skill are the primary leverage points for game-changing innovation, scalable solutions, and generative organizing. The chapter concludes with a call for more research into the stages of large group dynamics and advances a metaphor from the leadership literature – the spark, the flame, and the torch – to give imagery to the “positive contagion” and “the concentration effect of strengths” that happens during an Appreciative Inquiry Summit where 100s and sometimes 1000s come together interactively and collaboratively to design the future.

Human resource (HR) process research emerged as a response to questions about how (bundles of) HR practices related to organizational outcomes. The goal of HR process research is to explain variability in employee and organization outcomes by focusing on how HR practices are intended (adopted) by senior managers, the way that these HR practices are implemented and communicated by line managers, and how employees perceive, understand, and attribute these HR practices. In the first part of this chapter, we present a review of 20 years of HR process research from the start, to how it developed, and is now maturing. Within the body of HR process research, several different research theoretical streams have emerged, which are largely studied in isolation without benefiting from each other. Therefore, in the second part of this chapter, we draw on previous work to propose a staged process model in which we integrate the different research streams of HR process research, recognizing contingencies in the model. This leads us to an agenda for future research and practical implications in the final part of the chapter.

The purpose of the current article was to propose the strengths-based human resource (HR) system construct as well as develop and validate the perceived strengths-based HR system scale by using three independent studies.

Study 1 mainly adopted exploratory factor analysis to test whether fifteen items proposed by the authors can represent the perceived strengths-based HR system construct. The aim of Study 2 was to examine the discriminant validity and criteria validity of the fifteen-item perceived strengths-based HR system scale and reliability of this scale. By structural equation modeling analysis, Study 3 primarily tested the incremental predictive validity of the perceived strengths-based HR system for employee performance (i.e. task performance and innovative behavior) after controlling for the perceived high-performance work system (HPWS) and perceived high-commitment work system (HCWS).

Study 1 showed that initial fifteen items of the perceived strengths-based HR system appropriately are loaded on one factor and exhibit a good reliability. Study 2 found that there is good discriminant validity between the perceived strengths-based HR system, perceived organizational support, perceived supervisory career support, and work engagement, and the perceived strengths-based HR system exhibits better convergent validity and criteria validity. Study 3 demonstrated that the perceived strengths-based HR system could significantly predict employee performance (i.e. task performance and innovative behavior) even after controlling for perceived HPWS and HCWS.

The current article contributes to advancing HR theory and research and provides a valuable tool for future empirical research on the strengths-based HR system.

The purpose of this paper is to explore the mechanisms by which high-commitment organization is associated with employees’ job performance through the perspective of taking charge and the perceived strength of the human resource management (HRM) system.

Based on conservation of resources (COR) theory, the authors used two-wave survey data from 200 supervisor-subordinates pairs in China. This study uses hierarchical linear regression and bootstrapping method to analyze the mediated moderation effect.

The authors found that perceived high-commitment organization and perceived strength of the HRM system interact in predicting employees’ taking charge behavior, such that perceived high-commitment organization is more positively associated with taking charge when the perceived strength of the HRM system is high rather than low. In addition, taking charge mediates the relationship between interactive effects of perceived high-commitment organization and the perceived strength of the HRM system on employees’ job performance.

This study extended the high-commitment organization from the perspective of individual perception based on the COR theory and regard perceived high-commitment organization as an organizational resource.

A strong HRM system (encompassing the dimensions of distinctiveness, consistency and consensus) facilitates a collective interpretation of Human Resource Management (HRM) practices in a common direction, and consequently, a conjoint response by employees. The purpose of this paper is two fold: first to argue that those dimensions have a direct impact on the reaction of employees (organisational citizenship behaviour, OCB and intention to remain, IR); and second, the authors propose that these dimensions are not independent, but rather can interact in such a way that consensus impacts on the consistency of an HRM system, and consistency mediates the relationship between consensus and OCB and IR.

The authors surveyed HR managers and employees from a sample of 102 Spanish hotels. Specifically, HR managers were asked to complete a questionnaire assessing the dimensions of HRM strength, and employees completed a different questionnaire reporting their levels of OCB and IR. The authors examined the reliability and validity of measures by means of Confirmatory Factor Analysis. Finally, structural equations models were applied to test direct effects and mediating hypotheses.

As an initial finding, the authors obtained two dimensions of HRM strength: consistency and a new factor, which is a combination of distinctiveness and consensus, labelled the “Reputation” of the HRM system. A second result is that such the reputation of the HRM system positively affects OCB and IR. Third, consistency mediates in the relationships between the reputation of the HRM system and OCB and IR.

Although the authors are aware of the limitations of our paper, regarding the cross-sectional data design and the assessment of HR strength by managers, the authors believe that the results highlight the importance of HRM system strength, since it affects individual outcomes.

One of the valuable contributions made by this paper is that the authors obtained two dimensions for HRM strength instead of the three proposed by Bowen and Ostroff (2004): consistency and reputation (as a combination of distinctiveness and consensus). The authors explain that the new dimension is related to the concept of employer branding, emphasising HRM system’s internal image, facilitating common expectations that guide employees towards the desired responses. Second, Reputation impacts Consistency, improving employees’ OCB and IR; hence, the dimensions of HRM system strength are not independent, but they are better able to interact in order to affect employee outcomes.

Material properties, such as shear and compressive strength of masonry, have a crucial impact on the seismic analysis results of masonry structures. Considering that most of the historical buildings are masonry structures, the damage caused by obtaining shear strengths with known methods exceeds acceptable limits. Instead of traditional shear strength index tests, this paper presents a test technique that has been developed which causes less damage to the structure, to obtain mechanical properties in masonry structures.

A new approach to shear testing and a test probe has been developed to minimize the destructive effects of mechanical in situ testing on masonry structures. The comparison of the results obtained with reduced destruction level using the novel shear strength index test probe with those obtained from the traditional method is addressed. Masonry specimens were tested in the laboratory and in situ tests were carried out on 12 historical buildings.

Test results obtained from the proposed probe shear strength index test were consistent with the results obtained from the conventional shear strength test both at the laboratory setting and in situ. Although a large number of data is needed for the validation of a method, satisfactory agreement with the conventional shear strength index test method was obtained.

The authors believe that the proposed method would give the opportunity to collect more mechanical strength data with much less destruction. The experimental work in the laboratory and in situ tests and their comparisons are the supportive and original values of this research.

This paper aims to discuss the association between human resource management and performance from a process perspective, differentiating intended and implemented vertical and horizontal fit. Although researchers have examined deeply the relationship between these constructs, extant literature demonstrates inconclusive results. Previous studies have stressed the strategic importance of vertical and horizontal fit from a prescriptive view. Nevertheless, a deeper understanding, focused on management processes, is needed.

This paper reviews and integrates two streams of strategic human resources management (SHRM) literature: the fit perspective, drawing on Martín-Alcázar et al.’s (2005) model, and the system strength approach, proposed by Bowen and Ostroff (2004).

The conceptual analysis developed in this paper concludes that HRM system strength mediates the effects of an aligned strategy on performance. In this sense, the paper argues that success in implementation of the HRM strategy depends on employees’ perceptions about the system of policies and practices through which it is carried out. Additionally, organizational communication is considered as the mechanism to create a shared HRM meaning to translate to employees.

Drawing on the theoretical discussions in the paper, the following implications for HRM practice are identified: the usefulness of the system strength construct as a tool to measure employees’ perceptions and anticipate potential problems at the implementation stage, the importance of organizational communication mechanisms, the relevance of formal and informal connections between HR managers and top executives and the need for specific training to promote HR managers’ communicational skills.

This study examines the relationship between HRM and organizational performance by presenting a new model that integrates HRM strategy formulation and implementation, proposes employee perceptions concerning HRM are mediators of HRM strategy and firm performance, highlights the role of organizational communication in creating and managing shared HR messages and introduces system strength as an instrument to assess vertical and horizontal fit during implementation.

The main objective of this paper is to consider the problem of strength of a manufactured item against an array of stresses, when each component follows exponential failure law.

The study considers a system consisting of n components in a series with lifetimes that follow exponential failure law and applies a competing failure model to examine the strength reliability of the system.

In process of developing a new product, the engineer is given the goal for the system and must then develop a design that will achieve the desired reliability of the system, while performing all of the system's intended functions at a minimum cost. The paper involves a balancing act of determining how to distribute reliability to the components in the system, so that the system will meet all the other associated performance specifications.

The application of the proposed technique will not only help the reliability engineers/managers/system engineers to understand the design methodology of the system, but also lead to the problem of addressing the risks involved in perceived quality and reliability levels by eliminating or at least reducing the risk‐impact at the design phase.

Quantifying the performance level of surgeons with digital virtual reality (VR) simulators can help ensure that quality requirements in healthcare are met. In order to better understand integration amongst quality principles, practices and technologies in the adoption and diffusion of VR simulators, the authors applied a technological innovation system (TIS) framework. The purpose of this study is to understand how the adoption and diffusion of VR surgical simulators in a Swedish healthcare context is influenced by various system factors.

In this study, single-case holistic design based on innovation system theory was used to analyse the adoption of digital quality technologies related to surgical performance in Swedish hospitals. The case employs a mixed methods approach triangulating data longitudinally from published documents and expert interviews.

Adoption of digital technologies regarding surgical performance is restricted by system factors relating to inconsistent normative and regulatory requirements for quantified performance criteria to judge surgical expertise. Addressing these systems' weaknesses with evidence-based training programmes can have a significant impact on the further development of the innovation system and can ultimately affect healthcare reliability and quality.

This paper explores quality management (QM) challenges in the context of digital transformation in healthcare. The paper attempts to fill the gap for TIS studies in a healthcare context and highlight the role of innovation function strength along the value chain and in relation to technology cycles to increase the understanding of adoption of digital technologies relating to surgical performance.