ICC Advance Access originally published online on May 11, 2007
Industrial and Corporate Change 2007 16(3):395-426; doi:10.1093/icc/dtm009
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The diffusion of workplace voice and high-commitment human resource management practices in Britain, 19841998
Correspondence: Alex Bryson, Policy Studies Institute and Centre for Economic Performance, PSI, 50 Hanson St, LondonW1W 6UP, UK. e-mail: a.bryson{at}psi.org.uk
Correspondence: Rafael Gomez, LSE, Department of Management Employment Relations and Organizational Behaviour Group (EROB), Houghton Street, London WC2A 2AE, UK. e-mail: r.gomez{at}lse.ac.uk
Correspondence: Tobias Kretschmer, Institute for Communication Economics, University of Munich and Centre for Economic Performance, University of Munich, Schackstrasse4/III D - 80539 Munich, Germany. e-mail: t.kretschmer{at}lmu.de
Correspondence: Paul Willman, LSE, Department of Management Employment Relations and Organizational Behaviour Group (EROB), Houghton Street, London WC2A 2AE, UK. e-mail: p.willman{at}lse.ac.uk
Workplace voice and systems of high-commitment human resource management (HCHRM) have been found to impart measurable benefits to adopting firms, yet significant numbers of establishments fail to employ such practices. This article addresses the puzzle of staggered diffusion by explicitly treating voice and HCHRM as technological innovations. Using British data, the article finds that variables highlighted in the technological diffusion literature are significant predictors of workplace voice and HCHRM adoption. Specifically, we find that (i) number of employees, (ii) size of multi-establishment network, (iii) ownership type, (iv) set-up date and (v) network effects all play a significant role in predicting where voice and HCHRM are found. We also find evidence of joint usage of workplace voice and HCHRM practices, suggesting that HCHRM is not a substitute or natural successor to voice.
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