Organizational and regional influences on the adoption of high-involvement human resource systems in China: evidence from service establishments
基于中国247家呼叫中心的全国样本，研究了组织所有制、上市地点、客户特征和区域差异如何影响高参与人力资源系统的采纳，发现外资和国有、非上市或海外上市、服务高价值客户的企业更易采纳，且区域差异调节所有制和上市的影响。
While a number of studies examined the mechanisms that link high-involvement human resource systems (HIHRS) to organizational performance, few have systematically explained why the adoption of such systems remains limited. Based on a national sample of 247 call center establishments in China, this study investigates an array of organizational and regional characteristics and their impact on the adoption of HIHRS. Our results indicate several findings. First, foreign-invested and local state-owned companies are more likely to adopt HIHRS than private businesses. Second, non-listed firms and those listed on foreign stock exchanges adopt HIHRS more than those listed on Chinese stock exchanges. Third, firms serving high-value customer segments and a large geographic coverage are more likely to adopt HIHRS than those serving low-value, local customers. Last, regional differences moderate the effects of ownership identities and stock market listings on the adoption of HIHRS. Specifically, local state-owned enterprises and private businesses in coastal provinces bear more similarities in adopting HIHRS than they do in inland provinces. We also find that companies listed in Chinese stock markets are more similar to non-listed companies in coastal provinces than in inland provinces.