Alfes, K., Truss, C., Soane, E. C., Rees, C., & Gatenby, M. (2013). The Relationship between line manager behavior, perceived HRM practices and individual performance: Examining the mediating role of engagement. Human Resource Management, 52, 839-859.
Arthur, J. B. (1992). The link between business strategy and industrial relations systems in american steel minimills. Labor Relations Review, 45, 488–506.
Becker, B. E. & Huselid, M. A. (1998). High performance work systems and firm performance: A synthesis of research and managerial implications. In G.R. Ferris (Ed.), Research in personnel and human resources management (Vol. 16, pp. 53–101). Stanford, CT: JAI Press.
Bowen, D. E. & Ostroff, C. (2004). Understanding HRM-firm performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, 203–221.
Boxall, P. & Macky, K. (2009). Research and theory on high-performance work systems: progressing the high-involvement stream. Human Resource Management Journal, 19, 3–23.
Buller, P. F. & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening the line of sight. Human Resource Management Review, 22, 43-56.
Combs, J., Liu, Y., Hall, A., & Ketchen, D. (2006). How much do high-performance work practices matter? A meta-analysis of their effects on organizational performance. Personnel Psychology, 59, 501-528.
Delery J. E. & Shaw J. D. (2001). The strategic management of people in work organizations: Review, synthesis, and extension. In G. R. Ferris (Ed.), Research in personnel and human resources management (pp. 165–197). Stanford, CT: JAI Press.
Delery J. E. & Doty D. H. (1996). Modes of theorizing in strategic human resource management: Tests of universalistic, contingency, and configurational performance predictions. Academy of Management Journal, 39, 802–835.
Delery, J. E. (1998). Issues of fit in strategic human resource management: Implications for research. Human Resource Management Review, 8, 289-309.
Gerhart, B. (2007). ‘Horizontal and vertical fit in human resource systems’. In C. Ostroff, & T. A. Judge (Eds), Perspectives on Organizational Fit (pp. 317-348). New York: Lawrence Erlbaum Associates, Taylor and Francis Group.
Guest, D. E. (1997). Human resource management and performance: a review and research agenda. International Journal of Human Resource Management, 8, 263 – 275.
Guest, D. E. (2001). Human resource management: when research confronts theory. International Journal of Human Resource Management, 12, 1092–106.
Guest, D. E. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21, 3–13.
Guthrie, J. P. (2001). High-involvement work practices, turnover, and productivity: evidence from New Zealand. Academy of Management Journal, 44, 180–90.
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635–672.
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A. & Winkler, A. L. (2012). Clarifying the construct of human resource systems: relating human resource management to employee performance. Human Resource Management Review, 22, 73–85.
Lengnick-Hall, M. L., Lengnick-Hall C. A., Andrade L. S. & Drake B. (2009). Strategic human resource management: The evolution of the field. Human Resource Management Review, 19, 64-85.
Lepak, D. P., Liao, H., Chung, Y. & Harden, E. E. (2006). A conceptual review of human resource management systems in strategic human resource management research. In J. J. Martocchio (Ed.), Research in Personnel and Human Resource Management (pp.217-271). Greenwich, CT: JAI Press.
Lepak, D. P., Taylor, M. S., Tekleab, J., Marrone, J. A., & Cohen, D. J. (2007). An Examination of the Use of High-Investment Human Resource Systems for Core and Support Employees. Human Resource Management, 46, 223–246.
MacDuffie, J. P. (1995). Human resource bundles and manufacturing performance: organizational logic and flexible production systems in the world auto industry. Industrial and Labor Relations Review, 48, 197–221.
Marescaux, E., De Winne, S. & Lucs, S. (2013). HR practices and HRM outcomes: the role of basic need satisfaction. Personnel Review, 42, 4 – 27.
Ostroff, C. & Bowen, D. E. (2000). Moving HR to a higher level: Human resource practices and organizational effectiveness. In K. J. Klein, & S. W. J. Kozlowski (Eds.), Multilevel theory, research, and methods in organizations (pp. 211–266). San Francisco: Jossey-Bass.
Pfeffer, J. (1998). Seven practices of successful organizations. California Management Review, 40, 96–124.
Posthuma, R.A., Campion, M.C., Masimova, M. & Campion, M.A. (2013). A High Performance Work Practices Taxonomy: Integrating the Literature and Directing Future Research. Journal of Management, 39, 1184-1220.
Subramony, M. (2009). A meta-analytic investigation of the relationship between HRM bundles and firm performance. Human Resource Management, 48, 745-768.
Wright, P. M. & McMahan, G. C. (1992). Theoretical perspectives for strategic human resource management. Journal of Management, 18, 295–320.
Youndt, M. A., Snell, S. A, Dean, J. W. & Lepak, D. P. (1996). Human resource management, manufacturing strategy, and firm performance. Academy of Management Journal, 39, 836–866.
Zacharatos, A., Barling, J., & Iverson, R. (2005). High-performance work systems and occupational safety. Journal of Applied Psychology, 90, 77-93.