High performance work systems and corporate performance： the influence of entrepreneurial orientation and organizational learning

This study investigates the functioning mechanisms of how high performance work systems （HPWS） affect organizational performance. We propose that （HPWS） can positively affect organizational performance through the mediating role of entrepreneurial orientation. An organization with high performance work systems can perform better if it enjoys high level of organizational learning. We design and administer a survey questionnaire to high-level executives or founders of companies from manufacturing and service industries and receive 176 valid responses. The results of the empirical data indicate that the relationship between high performance work systems and corporate performance is more positive when organizational learning is stronger. Entrepreneurial orientation partially mediates the relationship between high performance work systems and organizational performance. This study opens new research avenues by extending and incorporating explanations and predictions of HPWS and entrepreneurial orientation, two areas that largely have been considered independently of each other. Implications for practice and directions for future research are provided.

High Performance Work Systems and Employee Creativity： The Mediating Effect of Knowledge Sharing

Employee creativity is both the core element of a firm＇s innovation capabilities and the sources for its growth. To improve an organization＇s ability to innovate, it is necessary to improve the creativity of its employees. Based on theories from strategic human resource management, creativity and organizational learning, this paper investigates the relationship between high performance work systems and employee creativity and explores the role knowledge sharing plays in their relationship. A questionnaire is designed and administered to a group of part-time executive students in the winter of 2012. Two hundred students are invited to answer the survey questions with 117 valid responses. Data are collected and processed by using statistical regressions. The empirical findings reveal that high performance work systems positively affect knowledge sharing and employee creativity. Knowledge sharing plays a mediating role in the relationship between high performance work systems and employee creativity. Implications for practice and future research are discussed.