A Passage to India: Altering Tracks through Paternalistic Welfarism for High Performance in India's Public Sector Rail Undertakings
研究印度两家大型公共部门企业的高绩效工作实践，发现知识共享在员工感知与实践效果之间起中介作用，并揭示这些实践具有强烈的家长式福利主义特征。
Abstract High‐performance work practices (HPWPs) enacted within public sector undertakings (PSUs) in emerging economies are a relatively underexplored topic. By employing the theoretical lens of social exchange and the ability, motivation and opportunity paradigm, this paper highlights the mediating effects of knowledge sharing on the relationship between employee perceptions of HPWPs and employee and business unit performance. We provide evidence drawn from both manager‐ and employee‐level voices by applying a qualitative case study design to two large Indian PSUs and taking a reverse/inverse approach in order to delineate the commonly understood conceptualizations of HPWPs. Our findings confirm the presence of a combination of high‐commitment, high‐involvement and high‐performance work systems that increase the ability, motivation and opportunity of employees to share knowledge, and thus help achieve positive employee and financial outcomes. We found that our set of HPWPs exhibit a strong paternalistic welfarism ethos. We also discuss the implications of our study for research and practice.