If HPWPs Are Good for Performance, Why Don't More Firms Use Them?

Peter Gahan, Robin Mulyadi, Ivan Butar Butar, Michael Evans, Bill Harley

    Research output: Contribution to journalMeeting Abstractpeer-review


    Prior research shows that high performance work practices (HPWPs) have a demonstrable impact on firm performance. These effects have been shown for both large and small firms, across industries and different national settings, and using a wide variety of performance metrics. Paradoxically, relatively few firms adopt HPWPs - providing the primary motivation for this study: if HPWPs are good for performance, why dont more firms use them? Using data drawn from Australian manufacturers we identify external and internal factors that facilitate and inhibit the adoption of HPWPs. Our estimates are robust across a range of estimation approaches. We provide suggestions for the development of a more theoretically informed model of HPWP adoption that explains the apparent paradox.
    Original languageEnglish
    JournalAcademy of Management Proceedings
    Publication statusPublished - 2015
    EventAnnual Meeting of the Academy of Management 2015 - Vancouver, Canada
    Duration: 1 Jan 2015 → …


    Dive into the research topics of 'If HPWPs Are Good for Performance, Why Don't More Firms Use Them?'. Together they form a unique fingerprint.

    Cite this