Employment relationships and firm performance: evidence from an emerging economy
研究了中国企业中雇佣关系（基于诱因-贡献框架）与企业绩效的联系，发现高贡献高诱因的组合（组织聚焦型）对绩效关键，但采用探索者战略或国内私企时，投资不足型反而带来竞争优势。
Abstract Defining employment relationships from the employer's perspective and based on the inducement‐contribution framework, this study examined the link between employment relationships and firm performance in a heterogeneous sample of firms in the largest emerging economy in the world, i.e., the People's Republic of China. It also analyzed the contingent role of both the firm's strategic orientation and its ownership structure. The results demonstrated that it is the combination of a high level of expected contributions coupled with a high level of provided inducements (i.e., organization‐focused employment relationship approach) rather than a high level of either expected contributions or provided inducements alone that is critical for firm performance. Further, we found that it is not the organization‐focused but the underinvestment employment relationship approach that offers a competitive advantage if the firm pursues the prospector strategy or if the firm is a domestic privately owned enterprise. In particular, the domestic privately owned enterprises reported the highest firm performance when they used the underinvestment approach with their middle managers, in contrast to the state‐owned or foreign‐invested enterprises. These results support both the universalistic and the contingency perspectives on the relationship between employment relationships and firm performance. They also contribute to our understanding of employment relationships in the global context. Copyright © 2003 John Wiley & Sons, Ltd.