Knowledge Exchange and Combination: The Role of Human Resource Practices in the Performance of High-Technology Firms
研究了基于承诺的人力资源实践如何通过营造信任、合作和共享语言的社会氛围，促进知识交换与组合，进而提升高科技企业的新产品收入与销售增长。
In this study, we developed and tested a theory of how human resource practices affect the organizational social climate conditions that facilitate knowledge exchange and combination and resultant f i rm performance. A field study of 136 technology companies showed that commitment-based human resource practices were positively related to the organizational social climates of trust, cooperation, and shared codes and language. In turn, these measures of a firm's social climate were related to the firm's capability to exchange and combine knowledge, a relationship that predicted f irm revenue from new products and services and f irm sales growth. There is a widely held belief that an organization's survival and success are at least partially dependent on the effort, behaviors, and interactions of employees as they carry out the mission and strategy of the f irm (Wright & McMahan, 1992). Strategic human resource scholars have argued that companies can effectively influence the interactions, behaviors, and motivation of employees through different human resource (HR) practices (Huselid, 1995; Wright, Dunford, & Snell, 2001). In this regard, two HR practice alternatives have emerged in the literature: transaction-based HR practices, which emphasize individual short-term exchange relationships,