1Meyer, A. D. , Tsui, A. S. , & Hinings, C. R. Configurational approach to organizational analysis[J]. Academy of Management Journal, 1993,36 :1175 - 1195.
2Miles, R. , & Snow, C. C. Designing strategic human resouree systems [J]. Organizational Dynamics, 19.84, 13:36-52.
3Wright, P. M. , & Snell, S. A. Toward an integrative view of strategic human resource management[J]. Human Resource Management Review, 1991,1 : 203-225.
4Lepak, D. P. & Snell, S. C. Examining the human resource architecture: The relationships among human capital, employment, and human resource configuraions[J]. Journal of Management,2002, 28(4): 517-543.
5Huselid M A. The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance [ J ]. Academy of Management Journal, 1995, 38:635-672.
6Koch, M. J.,& McGrath, R. G. Improving labor productivity: Human resource management policies do matter [ J ]. Strategic Management Journal, 1996, 17 : 335-354.
7Appelbaum, E. , Bailey, T. , Berg, P. , & Kalleberg, A. L. Manufacturing advantage: Why high performance work systems pay off[M]. Ithaca, NY: Cornell University Press, 2000.
8Berg, P. The effects of high performanee work practices on job satisfaction in the United States steel in dustry[J]. Relations Industrielles, 1999, 54 ( 1 ) : 111 - 134.
9Bae, J., & Lawler, J. J. Organizational and HRM strategies in Korea: Impact on firm performance in an emerging economy[J]. Academy of Management Journal,1999, 43(3) : 502-517.
10MacDuffie, J. P. Human resource bundles and manufacturing performance: Organisational logie and flexi- ble produetion systems in the world auto industry[J]. Industrial and Labor Relations Reviews, 1995,48:197 -221.
