The role of country-level human capital in the high-performance work systems and organizational performance association: A meta-analysis
通过元分析发现，国家人力资本发展水平与组织层面的高绩效工作系统在提升组织绩效上存在替代关系；人力资本发展水平越低，高绩效工作系统对绩效的促进作用越强。
Integrating the Ability-Motivation-Opportunity model in human resource management with the eclectic paradigm in international business research, we examine the role of country-level human capital development in the high-performance work systems (HPWS) and organizational performance (OP) association. We posit that there is a substitution relationship between country-level human capital development and organization-level HPWS in shaping OP. HPWS generates a stronger effect on OP in countries with a lower level of human capital development and thus a greater need for HPWS to boost performance. Training & development plays a key role in turning human capital available in a country into talent resources useful in an organization, thereby strengthening the HPWS-OP association. This role is stronger in countries with a lower level of human capital development. We conduct meta-analyses of 56,868 business entities from 20 countries/regions in 232 samples from 1994 to April 2024, and find evidence to support our arguments. • This study posits that HPWS serves as an ownership-specific advantage that distinguishes an organization from its rivals. • Human capital available in the external labor market provides a location-specific advantage to domestic organizations. • Training & development practices have a leveraging role facilitating the internalization advantage created by HPWS. • The joint effect of ownership, location, and internalization advantages enhances the performance effect of HPWS. • A substitution effect exists between national human capital and firm-level HPWS in shaping organizational performance.