Influencia de la flexibilidad organizativa y de las prácticas de recursos humanos en el compromiso de los empleados

Referencias bibliográficas

• AHMED, P.K.; RAFIQ, M. y SAAD, N.M. [2003]: «Internal marketing and the mediating role of organizational competencies», European Journal of Marketing, 37, n.º 9, págs. 1.221-1.241.
• APPELBAUM, E. y BATT, R. [1994]: The New American Workplace: Transforming Work Systems in the United States, Ithaca, NY: ILR Press.
• APPELBAUM, E.; BERG, P. y KALLEBERG, A.L. [2000]: Manufacturing Advantage: Why High-Performance Work Systems Pay Off, Ithaca, NY: Cornell University Press.
• ARGYRIS, C. y SCHÖN, D.A. [1996]: Organizational learning II: Theory, method and practice, Reading, PA: Addison-Wesley.
• ARTHUR, J.B. [1994]: «Effects of human resource Systems on manufacturing performance and turnover», Academy of Management Journal, n.º 37, págs. 670-687.
• ASELAGE, J. y EISENBERG, R. [2003]: Perceived organizational support and psychological contracts: A theoreti- cal integration, Journal of Organizational Behavior, 24, págs. 491-509.
• ATKINSON, J. [1984]: The Flexible Firm and the Shape of Jobs to Come. (Labour Market Issues, 5), Oxford.
• BAE, J. y LAWLER, J.J. [2000]: «Organizational and HRM strategy in Korea: impact on firms performance in an emerging economy», Academy of Management Journal, 43, n.º 3, págs. 502-517.
• BAHRAMI, H. [1992]: «The Emerging Flexible Organization: Perspectives from Silicon Valley», California Mana- gement Review, 34, pág. 33.
• BAIRD, L.L. y MESHOULAM, I. [1988]: «Managing two fits of strategic human resource management», Academy of Management Review, 13, n.º 1, págs. 116-128.
• BATT, R. [2000]: «Strategic segmentation in front-line services: matching customers, employees and human resource systems», International Journal of Human Resource Management, 11, n.º 3, págs. 540-561.
• BAYO, A. y MERINO, J. [2001]: «Quality management and high performance work practices: do they coexist?», International Journal of Production Economics, 73, n.º 3, págs. 251-260.
• BAYO MORIONES, A. y MERINO DÍAZ DE CERIO, J. [2002]: «Las prácticas de recursos humanos de alto compro- miso: un estudio de los factores que influyen sobre su adopción en la industria española», Cuadernos de Economía y Dirección de la Empresa, n.º 12, págs. 227-246.
• BAYONA, C.; GOÑI S. y MADORRÁN C. [1999]: «Compromiso organizacional: implicaciones para la gestión es- tratégica de los recursos humanos», Revista Europea de Dirección y Economía de la Empresa, págs. 139-149.
• BECKER, B. y GERHART [1996]: «The impact of human resource management on organizational performance: progress and prospects», Academy of Management Journal, vol. 39, págs. 779-801.
• BELTRÁN MARTÍN, I.; ROCA PUIG, V.; ESCRIG TENA, A. y BOU LLUSAR, J.C. [2008]: «Human resource flexibility as a mediating variable between high performance work systems and performance», Journal of Manage- ment, 34, n.º 5, págs. 1.009-1.044.
• BHATTACHARYA, M.; GIBSON, D. y DOTTY, D. [2005]: «The Effects of Flexibility in Employee Skills, Employee Behaviors, and Human Resource Practices on Firm Performance», Journal of Management, 31 (4), págs. 622-640.
• BISHOP, J.W.; SCOTT, K.D. y BURROUGS, S.M. [2000]: «Support, commitment and employee outcomes in a team environment», Journal of Management, 26, págs. 1.113-1.132.
• BLACKBURN, R. y ROSEN, B. [1993]: «Total quality and human resources management: lessons learned from Baldrige Award-winning companies», Academy of Management Executive, 7 (3), págs. 49-66.
• BLAU, G.J. y BOAL, K.R. [1987]: «Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism», Academy of Management Review, 12, n.º 2, págs. 288-300.
• BOXALL, P. y STEENEVELD, M. [1999]: «Human resource strategy and competitive advantage: a longitudinal study of engineering consultancies», Journal of Management Studies, vol. 36, n.º 4, págs. 443-463.
• BRYSON, A.; FORTH, J. y KIRBY, S. [2005]: «High-involvement management practices. Trade Union Represen- tation and workplace performance in Britain», Scottish Journal of Political Economy, n.º 52, págs. 451-491.
• CAMISÓN, C. y VILLAR, A. [2010]: «Análisis del papel mediador de las capacidades de innovación tecnológica en la relación entre la forma organizativa flexible y el desempeño organizativo», Cuadernos de Economía y Dirección de la Empresa, 45, págs. 115-144.
• CAPPELLI, P. y CROCKER-HEFTER, A. [1996]: «Distinctive human resources are firm's core competencies», Organizational Dynamics, 24 (3), págs. 7-22.
• CAPELLI, P. y NEUMARK, D. [2001]: «Do high-performance work practices improve establishment level outco- mes?», Industrial and Labour Relations Review, 54, n.º 4, págs. 737-775.
• CAPELLI, P. y NEUMARK, D. [2001]: «External job churning and internal job flexibilitly», Unpusblished paper, Wharton School of the University of Pennsylvania.
• CARDY, R.L. y ROBBINS, G.H. [1996]: «Human Resource Management in a Total Quality Organizational Environment: Shifting from a Traditional to a TQ HRM Approach», Journal of Quality Management, (11), págs. 5-20.
• CASTELLS, M. [1996]: The rise of the network society; The information age: Economy, society and culture, Black- well, Malden MA.
• CÉSPEDES, J.J.; JEREZ, P. y VALLE, R. [2005]: «Las prácticas de Recursos Humanos de Alto Rendimiento y la capacidad de aprendizaje organizativo: incidencia e implicaciones», Cuadernos de Economía y Dirección de la Empresa, n.º 24, págs. 29-56.
• COLCLOUGH, G. y TOLBERT, C.M. [1992]: Work in the Fast Lane: Flexibility Divisions of Labor and Inequality in High-Tech Industries, Albany: SUNY.
• COTTON, J.L. [1993]: Employee Involvement: Methods for Improving Performance and Work Attitudes, Newbury Park, Cal.: Sage.
• DAVIS, K. y NWESTROM, J. [2000]: Comportamiento humano en el trabajo, México: McGraw-Hill.
• DELANEY, J.T. y HUSELID, M.A. [1996]: «The impac of human resource management practices on perceptions of organizational performance», Academy of Management Journal, 39, págs. 949-69.
• DELERY, J. y DOTY, H. [1996]: «Modes of theorizing in strategic human resource management: test or universalistic, contingency and configurational performance predictions», Academy of Management Journal, vol. 39, n.º 4, págs. 802-835.
• DELERY, J.E. [1998]: «Issues of fit in strategic human resource management: implications for research», Human Resource Management Review, vol. 8, págs. 289-309.
• DEYO, F.C. [1997]: «Labor and post-fordist industrial restructuring in East and Southeast Asia», Work and Oc- cupations, 24, págs. 97-118.
• EISENBERGER, R.; FASOLO, P. y DAVIS-LAMASTRO, V. [1990]: «Perceived organizational support and employee diligence, commitment, and innovation», Journal of Applied Psychology, vol. 75, págs. 51-59.
• EISENBERGER, R.; HUNTINGTON, R.; HUTCHISON, S. y SOWA, D. [1986]: «Perceived organizational support», Journal of Applied Psychology, vol. 71, págs. 500-507.
• ENGLEHARDT, C.S. y SIMMONS, P.R. [2002]: «Organizational Flexibility for a Changing World», Leadership and Organization Development Journal, 23, págs. 113-122.
• EVANS, S.J. [1991]: «Strategic Flexibility for High Technology Manoeuvres: A Conceptual Framework», Jour- nal of Management Studies, 28, págs. 69-89.
• EVANS, P.A.L. y DOZ, Y. [1993]: «Dualities, a paradigm for human resource and organizational development in complex multinationals», en PUCIK, V.; TICHY, N.M. y BARNETT, C.K. (eds.), Globalizing management, Wiley, New York.
• FERRIS, G.R.; HOCHWARTER, W.A.; BUCKLEY, M.R.; HARRELL-COOK, G. y FRINK, D.D. [1999]: «Human resources management: some new directions», Journal or Management, vol. 25, págs. 385-415.
• FORD, J.D. [1979]: «Institutional versus questionnaire measures of organizational structure: A reexamination», Academy of Management Joumal, vol. 22, págs. 601-610.
• FERRIS (ed.),«Strategic Human Resource Management: Merging Resource Theory and Organizacional Learning», en G.R. FERRIS (ed.), Research in Personnel and Human Resources Management, Greenwich, CT: JAI Press, págs. 61-90.
• GONZÁLEZ ÁLVAREZ, N. y NIETO ANTOLÍN, M. [2007]: «El papel de la ambigüedad causal como variable me- diadora entre las prácticas de recursos humanos de alto compromiso y los resultados corporativos», Revis- ta Europea de Dirección y Economía de la Empresa, 16, n.º 4, págs. 107-126.
• GREAT PLACE TO WORK [2010]: http://www.greatplacetowork.es/best/index.php
• GUEST, D.E. [1987]: «Human resource management and industrial relations», Journal of Management Studies, 24, n.º 5, págs. 503-521.
• GUITTLEMAN, M.; HORRIGAN, M. y JOYCE, M. [1998]: «"Flexible" workplace practices: evidence from a nationally representatiave survey», Industrial and Labor Relations Review, 52, págs. 99-113.
• GUTHRIE, J.P. [2001]: «High-involvement work practices, turnover, and productivity: evidence from New Zea- land», Academy of Management Journal, 44, n.º 1, págs. 180-190.
• GUTHRIE, J.P.; SPELL, C.S. y NYAMORI, R.O. [2002]: «Correlates and consequences of high involvement work practices: the role of competitive strategy», International Journal of Human resource Management, 13, n.º 1, págs. 183-197.
• HAGE, J. y AIKEN, M. [1967]: «Relationships of centralization to other structural properties», Administrative Science Quarterly, vol. 69, págs. 32-40.
• HAGE, J. y DEWAR R. [1973]: «Elite Values versus Organizational Structure in Predicting Innovation», Admi- nistrative Science Quarterly, 18, págs. 279-290.
• HASTINGS, C. [1993]: The new organization, New York: McGraw-Hill.
• HUNTER, L.; MCGREGOR, A.; MACINNES, J. y SPROULL, A. [1993]: «The "flexible firm": strategy and segmenta- tion», British Journal of Industrial Relations, 31, págs. 387-407.
• HUSELID, M.A. [1995]: «The impact of human resource management practices on turnover, productivity, and corporate financial performance», Academy of Management Journal, n.º 38, págs. 673-703.
• HUSELID, M.A. y BECKER, B.E. [1996]: «Methodological Issues in cross-sectional and panel estimates of the human resource-firm performance link», Industrial Relations, 35, n.º 3, págs. 400-422.
• HUSELID, M.A.; JACKSON, S.E. y SCHULER, R.S. [1997]: «Technical and strategic human resource management effectiveness as determinants of firm performance», Academy of Management Journal, 40, n.º 1, págs. 171-188.
• ICHNIOWSKI, C.; KOCHAN, T.A.; LEVINE, D.; OLSON, C. y STRAUSS, G. [1996]: «What works at work: overview and assessment», Industrial Relations, vol. 35, págs. 352-332.
• ICHNIOWSKI, C.; SHAW, K. y PRENNUSHI, G. [1997]: «The effects of human resource management practices on productivity: Astudy of steel finishing lines», American Economic Review, 87, n.º 3, págs. 291-313.
• ILES, P.; FORSTER, A. y TINLINE, G. [1996]: «The changing relationships between work commitment, personal flexibility and employability: an evaluation of field experiment in executive development», Journal of Ma- nagerial Psychology, 42, págs. 727-786.
• JARILLO, J.C. [1993]: Strategic networks; creating the borderless organization, Butterworth Heinemann, Oxford.
• KAMOCHE, K. [1996]: «Strategic human resource management within a resource-capability of the firm», Journal of Management Studies, 33, págs. 213-233.
• KARUPPAN, C. [2004]: «Strategies to Foster Labor Flexibility», International Journal of Productivity and Per- formance Management, 53 (6), págs. 532-547.
• KERR, J.L. y JACKOFSKY, E.F. [1989]: «Aligning Managers With Strategies: Management Development versus Selection», Strategic Management Journal, 10, págs. 157-170.
• KIM, L. [1998]: «Crisis construction and organizational learning: capability building in catching-up at Hunday Motor», Organization Science, 9 (4), págs. 506-521.
• KOFMAN, F. y SENGE, P.M. [1993]: «Communities of commitment: the heart of learning organizations», Orga- nizational Dynamics, vol. 22, n.º 2, págs. 4-23.
• LAWLER, E.E. III [1988]: «Choosing an involvement strategy», Academy of Management Executive, 2, págs. 197-204.
• LAWLER, E.E. III [1992]: The ultimate advantage: creating the high-involvement organization, San Francisco: Jossey- Bass.
• LEE, J. y MILLER, D. [1999]: «People matter: commitment to employees, strategy and performance in korean firms», Strategic Management Journal, vol. 20, págs. 579-593.
• LENGNICK-HALL, C.A. y LENGNICK-HALL, M.L. [1988]: «Strategic human resource management: a review of the literature and a proposed typology», Academy of management Review, vol. 13, 3, págs. 454-470.
• LEONARD-BARTON, D. [1992]: «The factory as a learning laboratory», Sloan Management Review, págs. 23-38.
• MACDUFFIE, J. [1995]: «Human resources bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry», Industrial and Labor Relations Review, 48: págs. 197-221.
• MARCHINGTON, M. y GRUGULIS, I. [2000]: «Best practice human resource management: perfect opportunity or dangerous illusion?», The International Journal of Human Resource Management, vol. 11, n.º 6, págs. 1.104-1.121.
• MARTÍ AUDÍ, N. [2008]: «High commitment human resource practices in spanish call centres. Nature, sources and effects on voluntay turnover», Tesis Doctoral, Universitat Rovira i Virgili.
• MARTÍNEZ, Á.; VELA, M.J. y PÉREZ, M. y DE LUIS, P. [2011]: «Innovación y flexibilidad de recursos humanos: el efecto moderador del dinamismo del entorno», Revista Europea de Dirección y Economía de la Empresa, vol. 20, núm. 1 (2011), págs. 41-68.
• MCGREGOR, D. [1960]: The human side of enterprise, New York: McGraw-Hill.
• MCNABB, R. y WHITFIELD, K. [1998]: «The Impact of Financial Participation and Employee Involvement on Financial Performanee», Scottish Journal of Political Economy, 45 (2) págs. 171-87.
• MEYER, J.P. y ALLEN, N.J. [1997]: Commitment in the Workplace. Theory, research and application. Thousand Oaks, California: Sage.
• MILLIAM J.; VON GLINOW, M. y NATHAM, M. [1991]: «Organizational Life Cycles and Strategic International Human Resource Management in Multinational Companies: Implications for Congruence Theory», Academy of Management Review, 16 (2), págs. 318-339.
• MOHR, R.D. y ZOGHI, C. [2008]: «The high-involvement work design and job satisfaction», Industrial and La- bor Relations Review, 61, n.º 3, págs. 275-296.
• NICHOLSON, N.; REES, A. y BROOKS-ROONEY, A. [1990]: «Strategy, Innovation and Performance», Journal of Management Studies, vol. 27, págs. 511-534.
• NOHRIA, N. y GHOSHAL, S. [1997]: The differentiated network. Organizing multinational corporations for value creation, San Fransisco: Josey Bass.
• NONAKA, I. y TAKEUCHI, H. [1995]: The knowledge-creating company, NY: Oxford University Press.
• O'DELL, C. [1996]: «A current review of knowledge management best practice», Knowledge Management 96 Conference, Business intelligence, Londres.
• OAKLAND, J.S. [2004]: Oakland and Quality Management, Burlington, MA: Elsevier Butterworth-Heinemann, OECD [1999]: Employment Outlook, Paris: Organization for Economic Cooperation and Development.
• ORDIZ, M. [2002]: «Prácticas de alto rendimiento en recursos humanos: concepto y factores que motivan su adopción», Cuadernos de Economía y Dirección de la Empresa, vol. 12, págs. 247-265.
• ORDIZ FUERTES, M. y FERNÁNDEZ SÁNCHEZ, E. [2003]: «High-involvement practices in human resource management: concept and factors that motive their adoption», International Journal of Human Resource Mana- gement, 14, n.º 4, págs. 511-529.
• ORDÓÑEZ, P. [2005]: «Gestión estratégica de recursos humanos, flexibilidad organizativa y encaje estratégico: Implicaciones para la competitividad empresarial», ICADE, Revista Cuatrimestral de las Facultades de De- recho y Ciencias Económicas y Empresariales, n.º 65, págs. 31-74.
• OSTERMAN, P. [1994]: «How common os workplace transformation and who adopts it?», Industrial and La- bor Relations Review, n.º 47, págs. 173-188.
• OSTERMAN, P. [ [2000]: «Work reorganization in an era of restructuring: trends in diffusion and effects on employee wel- fare», Industrial and Labor Relations Review, 53, págs. 179-96.
• PENNINGS, J. [1973]: «Measures of organization structure: A methodological note», American Journal of Socio- logy, vol. 79, págs. 686-704.
• PERROW, C. [1970]: Organizational analysis: A sociological view, Wadsworth, Belmont, CA.
• PFEFFER, J. [1994]: «Competitive advantage through people», California Management Review, 36, n.º 2, págs. 9-28.
• PFEFFER, J [1998]: La ecuación humana, Barcelona: Ediciones Gestión 2000.
• POWELL, I; MONTGOMERY, M. y COSGROVE, J. [1994]: «Compensation structure and establishment quit and fire rates», Industrial Relations, vol. 33, págs. 229-248.
• PUGH, D.S.; HICKSON, D.J.; HININGS, C.R. y TURNER, C. [1968]: «Dimensions of organization structure», Admi- nistrative Science Quarterly, vol. 13, págs. 65-105.
• RHOADES, L. y EISENBERGER, R. [2002]: Perceived organizational support: A review of the literature, Journal of Applied Psychology, vol. 87, págs. 698-714.
• RHOADES, L.; EISENBERGER, R. y ARMELI, S. [2001]: Affective commitment to the organization: The contribution of perceived organizational support, Journal of Applied Psychology, vol. 86, págs. 825-836
• RICHARD, O.C. y JOHNSON, N.B. [2001]: «Strategic Human Resource Management Effectiveness and firm performance», The International Journal of Human resource Management, n.º 12, págs. 299-310.
• ROCA PUIG, V.; ESCRIG TENA, A.B. y BOU LLUSAR, J.C. [2002]: «Compromiso con los empleados y estrategia competitiva: un análisis intersectorial de su repercusión en los resultados», Cuadernos de Economía y Dirección de la Empresa, n.º 12, págs. 267-289.
• ROCHE, W.K. [1999]: «In search of commitment-oriented human resource management practices and the conditions that sustain them», Journal of Management Studies, vol. 36, págs. 653-678.
• SÁNCHEZ QUIRÓS, I. [2002]: «Un análisis de las medidas de estructuras organizativas: estructura diseñada frente a estructura emergente», Cuadernos de Estudios Empresariales, vol. 12, págs. 271-291.
• SÁNCHEZ QUIRÓS, I. [2004]: «The creation of employee commitment in Spanish hotels through cultural practices», Management Research, 2, n.º 2, págs. 175-192.
• SANZ VALLE, R. y SABATER SÁNCHEZ, R. [2002]: «Enfoque universalista de recursos humanos. Estudio empírico de sus efectos sobre los resultados de la empresa», Revista Europea de Dirección y Economía de la Em- presa, 11, n.º 1, págs. 163-182.
• SASHKIN, M. [1984]: «Participative management is an ethical imperative», Organizational Dynamics, vol. 12, n.º 4, págs. 5-22.
• SATHE, V. [1978]: «Institutional versus questionnaire measures of organizational structure», Academy of Management Joumal, vol 21, págs. 227-238.
• SCHNEIDER, B. y BOWEN, D.E. [1993]: «The service organizations human resource management is crucial», Organizational Dynamics, vol. 21, n.º 4, págs. 39-52.
• SCHOEMAKER, M. [1998]: Organizeren van werk en contractrelaties; tussen slavernij en anarchie, Kluwer, Deventer.
• SCHOEMAKER, M. [2003]: «Identity in Flexible Organizations: Experiences in Dutch Organizations», Creativity and Innovation Management, vol. 12, n.º 4, págs. 191-201.
• SCHULER, R.S. y JACKSON, S.E. [1987a]: «Linking competitive strategy with human resource management practices», Academy of Management Executive, vol. 1 (3), págs. 207-219.
• SCHULER, R.S. y JACKSON, S.E.[1987b]: «Organizational strategy and organization level as determinants of human resource management practices», Human Resource Planning, vol. 10 (3), págs. 125-141.
• SHORE, L.M. y SHORE, T.H. [1995]: «Perceived organizational support and organizational justice», en CROPAN- ZANO, R.S. y KACMAR, K.M. (eds.), Organizational politics, justice, and support: Managing the social cli- mate of the workplace, págs. 149-164, Westport, CT: Quorum.
• SMITH, V. [1994]: «New forms of work organization», Annual Review of Sociology, 23: págs. 315-329. SNELL, S.A.; YOUNDT, M.A. y WRIGHT, P.M. [1996]: Establishing a Framework for Research in.
• SNOW, C.C y SNELL, S.A. [1993]: «Staffing as strategy», en N. SCHIMITT y W. BORMAN (eds.), Personnel selection in organizations, San Francisco: Jossey-Bass, págs. 448-479.
• TAYLOR, S.; LEVY, O.; BOYACIGILLER, N.A. y BEECHLER, S. [2008]: «Employee commitment in MNCs: Impacts of organizational culture, HRM and top management orientations», The International Journal of Human Resource Management, 19, n.º 4, págs. 501-527.
• TRUSS, C.; GRATTON, L.; HOPE-HAILEY, V.; MCGOVERN, P. y STILES, P. [1997]: «Soft and hard models of human management: a reappraisal», Journal of Management Studies, vol. 34, págs. 53-73.
• TSAI, Y. y WU, S. [2006]: «Internal Marketing, Organizational Commitment and Service Quality», Servi- ce Systems and Service Management, 2, n.º 25/27, págs. 1.292-1.298.
• TSUI, A.S.; PEARCE, J.L.; PORTER, L.W. y HITE J.P. [1995]: «Choice of employee-organization relationship: influence of external and internal organizational factors», Research in Personnel and Human Resources Management, 13, págs. 117-51.
• TZAFRIR, S.S. [2005]: «The relationship between trust, HRM practices and firm performance», Interna- cional Journal of Human Resource Management, 16, n.º 9, págs. 1.600-1.622.
• ULRICH, D. [1998]: «Intellectual capital = competente x commitment», Sloan-Management Journal, vol. 4, págs. 15-26.
• UPTON, D. [1995]: «What Really Makes Factories Flexible?», Harvard Business Review, 73 (4), págs. 74-84.
• VALLE, R.; MARTÍN, F.; ROMERO, P.M. y DOLAND, S.L. [2000]: «Business strategy work processes and human resource training: are they congruence?», Journal of Organizational Behaviour, vol. 21, págs. 283-297.
• VOLBERDA, H. [1996]: Toward the Flexible Form: How to Remain Vital in Hypercompetitive Environments.
• VOLBERDA, H.W. [1997]: «Building flexible organizations for fast-moving markets», Long Range Planning, vol. 30, núm. 2, págs. 169-183.
• VOLBERDA, H.W.[1999]: Building the Flexible Firm, Oxford: Oxford University Press.
• WALTON, E.J. [1981]: «The comparison of measures or organization structure», Academy of Management Journal, vol. 6, págs. 155-160.
• WALTON, R.E. [1985]: «From control to commitment in the workplace», Harvard Business Review, 65, págs. 77-84.
• WANG, D.; TSUI, A.; ZHANG, Y. y MA, L. [2003]: «Employment relationship and firm performance: evidence from an emerging economy», Journal of Organizational Behaviour, 24, págs. 511-535.
• WILLIAMS, A.P. [2001]: «A belief-focused process model of organizational learning», Journal of Management Studies, 38 (1), págs. 67-85.
• WOOD, S. [1999]: «Human resource management and performance», International Journal of Management Reviews, 1, págs. 367-413.
• WOOD, S. y ALBANASE, M.T. [1995]: «Can we speak of a high commitment management on the shop floor?», Journal of Management Studies, vol. 32, págs. 215-247.
• WOOD, S. y DE MENEZES, L.M. [2008]: «Comparing perspectives on high involvement Management and organizational performance across the British economy», The International Journal of Human Resource Management, 19, n.º 4, págs. 639-682.
• WORD, S. [1999]: «Human resource management and performance», International Journal of Management Re- views, vol. 1, n.º 4, págs. 367-413.
• WRIGHT, P.M.; SMART, D.L. y MCMAHAN, G.C. [1995]: «Matches between human resource and strategy among NCAA basketball teams», Academy of Management Journal, 38, págs. 1.052-1.074.
• WRIGHT, P. y SNELL, S. [1998]: «Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management», Academy of Management Review, 23 (4), págs. 756-772.
• YOUNDT, M.A.; SNELL, S.A.; DEAN, J.W. y LEPAK, D.P. [1996]: «Human resource management, manufacturing strategy, and firm performance», Academy of Management Journal, vol. 39, págs. 836-866.
• ZATZICK, C.D. e IVERSON, R.D. [2006]: «High-involvement management and workforce reduction: competitive advantage or disadvantage?», Academy of Management Journal, 49, n.º 5, págs. 999-1.015.