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dc.contributor.authorBou-Llusar, Juan Carlos
dc.contributor.authorBeltrán-Martín, Inmaculada
dc.contributor.authorRoca-Puig, Vicente
dc.contributor.authorEscrig-Tena, Ana B.
dc.date.accessioned2016-10-10T11:31:29Z
dc.date.available2016-10-10T11:31:29Z
dc.date.issued2016-06-21
dc.identifier.citationBOU‐LLUSAR, Juan Carlos, et al. Single‐and Multiple‐Informant Research Designs to Examine the Human Resource Management− Performance Relationship. British Journal of Management, 2016, vol. 27, no 3, p. 646-668ca_CA
dc.identifier.issn1045-3172
dc.identifier.urihttp://hdl.handle.net/10234/163528
dc.description.abstractDuring the last decades, many empirical studies have analysed the relationship between human resource management and firm performance. Despite the call for multiple-rater designs, a relatively large number of researchers still rely on survey responses provided by a single informant in each organization. Single-informant designs suffer from a number of problems, especially when the responses provided by different types of raters across firms are pooled into a single dataset prior to assessing their equivalence across raters. Using an illustration of the relationship between high performance work systems and firm performance, in this paper we observe that responses provided by managers holding different positions (human resource managers and sales managers) differ significantly and therefore pooling their responses into a single dataset may result in confusing conclusions. Furthermore, we demonstrate that differences arise in the estimated parameters when a multiple-key-informant approach, compared to a single-informant design, is adopted. For these reasons, data collection using multiple key informants is recommended, based on the assumption that some raters in the firm will be more knowledgeable about the variables of interest than others.ca_CA
dc.description.sponsorShipResearch supported by University Jaume I (Grant ref. P1.1B2013-26), by the Spanish Ministry of Science and Innovation (Ref. ECO2015-66671-P) and by Generalitat Valenciana (Grant ref.AICO/2015/029).ca_CA
dc.format.extent23 p.ca_CA
dc.format.mimetypeapplication/pdfca_CA
dc.language.isoengca_CA
dc.publisherWileyca_CA
dc.relation.isPartOfBritish Journal of Management, 2016, vol. 27, no 3ca_CA
dc.rights© 2016 British Academy of Managementca_CA
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/*
dc.subjectstructural equation models
dc.subjectsustained competitive advantage
dc.subjectmnc subsidiary performance
dc.subjectfirm performance
dc.subjectorganizational performance
dc.subjectwork systems
dc.subjectmeasurement error
dc.subjectmanufacturing performance
dc.subjecthrm practices
dc.subjectfinancial performance
dc.titleSingle- and Multiple-Informant Research Designs to Examine the Human Resource Management−Performance Relationshipca_CA
dc.typeinfo:eu-repo/semantics/articleca_CA
dc.identifier.doihttp://dx.doi.org/10.1111/1467-8551.12177
dc.rights.accessRightsinfo:eu-repo/semantics/openAccessca_CA
dc.relation.publisherVersionhttp://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12177/fullca_CA
dc.type.versioninfo:eu-repo/semantics/acceptedVersion


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