Empirical research on strategic human resource management is in infancy.
Little is known about the approaches companies use to link their strategic
choices with human resource practices to achieve superior financial perform
ance. Moreover, the studies conducted to date have used data from US com
panies, raising a question about the generalizability of these findings to other
countries. In contrast, the current study empirically tests typology of compet
itive strategy, dimensions of participative human resource management and
their impact on firm performance by using a data set from South Korean
manufacturing firms. While competitive strategy types showed differential firm
performance effect, the performance effect of participative human resource
management types and their interactions with strategy were limited. Also, per
formance effects of sixteen different competitive strategy/participative human
resource management matches have been explored.
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