Journal of Management Development

Aligning organizational culture and strategic human resource management

Teresa Harrison, Joshua D. Bazzy,
Article information:
To cite this document:
Teresa Harrison, Joshua D. Bazzy, (2017) "Aligning organizational culture and strategic human
resource management", Journal of Management Development, Vol. 36 Issue: 10, pp.1260-1269,
https://doi.org/10.1108/JMD-12-2016-0335
Permanent link to this document:
https://doi.org/10.1108/JMD-12-2016-0335
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

Downloaded on: 26 May 2018, At: 04:02 (PT)

References: this document contains references to 43 other documents.
To copy this document: [email protected]
The fulltext of this document has been downloaded 2070 times since 2017*
Users who downloaded this article also downloaded:
(2014),"SHRM: alignment of HR function with business strategy", Strategic HR Review, Vol.
13 Iss 4/5 pp. - <a href="https://doi.org/10.1108/SHR-03-2014-0023">https://doi.org/10.1108/
SHR-03-2014-0023</a>
(2017),"Organizational culture for lean programs", Journal of Organizational Change Management,
Vol. 30 Iss 4 pp. 584-598 <a href="https://doi.org/10.1108/JOCM-02-2016-0039">https://
doi.org/10.1108/JOCM-02-2016-0039</a>

Access to this document was granted through an Emerald subscription provided by emerald-
srm:376117 []
For Authors
If you would like to write for this, or any other Emerald publication, then please use our Emerald
for Authors service information about how to choose which publication to write for and submission
guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information.
About Emerald www.emeraldinsight.com
Emerald is a global publisher linking research and practice to the benefit of society. The company
manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as
well as providing an extensive range of online products and additional customer resources and
services.
Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the
Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for
digital archive preservation.

*Related content and download information correct at time of download.

 The current issue and full text archive of this journal is available on Emerald Insight at:
www.emeraldinsight.com/0262-1711.htm

JMD
36,10 Aligning organizational culture
and strategic human resource
management
1260 Teresa Harrison and Joshua D. Bazzy
Department of Management, University of the Incarnate Word,
Received 31 December 2016
Revised 22 May 2017 San Antonio, Texas, USA
10 July 2017
Accepted 14 July 2017
Abstract
Purpose – As strategic human resource management (SHRM) continues to grow as an important
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

issue for organizations, it is imperative to examine all factors that contribute to the success and
failure of the organization’s human resources (HR) and strategy implementation. The purpose of this paper
is to demonstrate that organizational culture should be an integral factor when considering SHRM.
The authors also present a model for the strategy-culture-SHRM linkage and propositions to guide
future research.
Design/methodology/approach – The authors present a conceptual model proposing organizational
culture as a moderator of the relationship between an organization’s strategy and SHRM.
Findings – In addition to the conceptual model, the authors present a number of testable propositions for
determining how firm performance and effectiveness may depend on the linkage between strategy and the
utilization of HR as a competitive advantage.
Originality/value – Currently, there is a lack of research regarding the conceptualization of organizational
culture as a moderator between an organization’s strategy and SHRM. We discuss the importance of the
alignment of HR both as a source of competitive advantage and an influence on an organization’s strategy.
The authors integrate the current research to create arguments for testable propositions and future
research directions. The authors also argue that misalignments may occur which may prove detrimental to
the organization.
Keywords Organizational culture, Alignment, Strategy, Strategic human resource management
Paper type Conceptual paper

Strategic human resources management (SHRM) has been defined as “the pattern of
planned human resource deployments and activities intended to enable an organization to
achieve its goals” (Wright and McMahan, 1992, p. 298). Within SHRM, the goals being
achieved should typically be dictated by the organization’s strategy as there is an inherent
connection between strategy and SHRM. However, previous research has found that there
is often a discrepancy between intended and realized implementation of strategy
(Mintzberg and Waters, 1985), and by extension SHRM ( Jackson et al., 2014), thereby
making this connection at times tenuous at best. Moreover, research into strategy and
SHRM has been hampered by level of analysis issues (Buller and McEvoy, 2012) as well as
a lack of research examining factors that are unique to an organization which may result
in competitive advantage ( Jackson et al., 2014). The purpose of this paper is to address
these issues by examining the impact of organizational culture on the linkage between
strategy and SHRM. Specifically, we propose that discrepancies between intended and
realized strategies may be due, at least in part, to the culture of the organization which is
an important factor to overall organizational outcomes. Therefore, this paper contributes
to the SHRM literature by explaining how organizational culture moderates the
relationship between organizational strategy and implementation of SHRM and how
Journal of Management
Development misalignment may lead to detrimental outcomes.
Vol. 36 No. 10, 2017
pp. 1260-1269
Organizational culture has been described as the shared values and beliefs resulting
© Emerald Publishing Limited in a behavioral component (Smircich, 1983). Although organizational culture is influenced
0262-1711
DOI 10.1108/JMD-12-2016-0335 by national culture, the general consensus is that organizational culture is a separate
 concept from national culture (Khilji and Wang, 2006; Sheehan et al., 2007). Within the Human
diverse workforce that comprises organizations within the USA, for example, there are resource
factors that bring people together toward a common goal beyond shared national values. management
Despite these common goals, what brings people together may, at times, detract from the
overall strategy.
As we demonstrate, alignment of organizational culture may influence the successful
implementation of a strategy. However, an organizational culture that is misaligned with 1261
strategy may also lead to unintended SHRM outcomes and result in negative firm
performance ( Jackson et al., 2014). This strategy-organizational culture-SHRM linkage is a
neglected area of research (Buller and McEvoy, 2012; Gratton and Truss, 2003;
Jackson et al., 2014; Molineux, 2013). For this reason researchers have suggested that
future research examine the relationship between strategy, culture, and SHRM (Boswell, 2006;
Jackson et al., 2014, Panayotopoulou et al., 2003; Wei et al., 2008).
First, we present the theoretical background to explain how organizational strategy and
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

SHRM relate to organizational culture and how examining culture would allow for a multi-
level analysis of the relevant factors. Specifically, we propose that an organization’s culture
will moderate the implementation of SHRM practices based on how the culture aligns with
strategy, establishing congruence with SHRM. This is followed by a discussion of the
factors that may contribute to the cultural alignment or misalignment. We integrate this
research by presenting a model of the strategy-organizational culture-SHRM framework
and testable propositions. Finally, implications for research and practice and suggestions
for future research are discussed.

Theoretical background
SHRM includes various HR practices, which from the universalistic view, are considered
best practices (Delery and Doty, 1996). However, it is understood that the practices that are
best for one organization may differ from those that are best for another. The contingency
view maintains that the best practices are dependent on the “best fit” of the organization.
The configurational view introduced “bundles of practices” depending on the needs of
the organization. Regarding these views, these practices will vary based on the needs
of the organization (Delery and Doty, 1996). The following discussion will outline various
approaches to defining fit and explain why organizations would be well-served to consider
organizational culture when determining the fit in order to align their strategic and
SHRM practices.

SHRM and the concept of fit

There are several approaches to defining fit. Integration is concerned primarily
with the potential problems between corporate offices and their foreign subsidiaries
(Milliman et al., 1991). Many factors contribute to this type of fit including corporate
philosophy and structure.
Fit is also discussed as the alignment of the HR functions to reinforce each other
(e.g. management awareness, management of the function, and portfolio of programs
to include personnel skills, information technology, and environment awareness;
Baird and Meshoulam, 1988). However, in this type of fit the alignment is only concerned
with the HR functions and not the alignment of the strategy, organizational culture, and
SHRM linkage.
Congruence is considered the fit between strategy, structure, and resources with human
capabilities and preferred strategy (Wright et al., 1995). Wright et al. (1995) discuss the value
of fit particularly as the organization moves through various stages of development, but do
not include the cultural component.
 JMD Schuler and Jackson (1987) suggested that there is a linkage between strategy-role
36,10 behavior and HR practices. Although this is similar to the relations we propose between
strategy, organizational culture, and SHRM, role behavior is more specific to each
individual as opposed to culture which permeates the organizational as a whole.
Wright and Snell (1998) move the fit concept forward by discussing the employee skills,
behaviors, and HR practices and subsequent fit with strategy.
1262 Lengnick-Hall and Lengnick-Hall (1988) also discuss fit in terms of business strategy and
organization strategy and suggest that especially during an organizational change, fit may
not always be desirable. We expand on this notion, suggesting that organizational alignment
may not be desirable if the strategy intended does not agree with the culture and that culture
should be strategy supportive in order for the intended strategy to be implemented. Lengnick-
Hall and Lengnick-Hall (1988) did not address the concept of organizational culture as a
strategy supportive variable within the fit and flexibility continuum.
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

Organizational culture alignment

In terms of fit, it is surprising that the organizational culture component is lacking in
when examining intended vs implemented strategies. However, some research has
evaluated the alignment of organizational culture with strategy (Chan et al., 2004;
Jackson et al., 2014; Wei et al., 2008); although the results are mixed.
Semler (1997) discusses systematic agreement theory and organizational alignment in
particular and defines organizational alignment as “the extent to which the strategy,
structure, and culture of the organization combine to create a synergistic whole that
makes it possible to achieve the goals laid out in the organization’s strategy” (p. 23).
We expand this concept of alignment to show how SHRM is linked to strategy and culture
resulting in increased firm performance. Way and Johnson (2005) extend systematic
agreement theory, including organizational culture alignment, to develop a framework of
the impact of SHRM. They also support the notion of consistency between organizational
goals, objectives and culture.
Cabrera and Bonache (1999) examine culture as an outcome of HR practices. They argue
that organizational culture is aligned through the implementation of strategy supportive HR
practices. However, this is only part of the equation. We contend that organizational culture
should be strategy supportive before the implementation of SHRM, just as particular values
must be in place before acceptance of the strategy will be carried out.

Organizational culture misalignment

Another area of research relevant to the strategy-organizational culture-SHRM linkage
involves the examination of HRs management as it relates to national culture and the
discovery of an intended vs implemented discrepancy (Boswell, 2006; Khilji and Wang,
2006; Sheehan et al., 2007; also see literature review by Lengnick-Hall et al., 2009).
These researchers identified the importance of national cultural differences as it impacts the
interpretation (or misinterpretation) of organizational goals and the subsequent
implementation of strategies across countries. As such, absent a congruent organizational
and national culture, the link between organizational strategy and SHRM will be
compromised. Similarly, we propose that the appropriate interpretation, understanding,
and implementation of goals and strategies within a single organization are contingent upon
the cultural fit between the strategies and the SHRM activities.
Researchers have generally been concerned with the internal fit of SHRM to the
current organizational culture (Delery and Doty, 1996; Jackson et al., 2014; Schuler and
Jackson, 1987). However, empirical research has not examined the possibility that the
organizational culture is dynamic and may be misaligned with the intended strategy, which
we propose often leads to the gap between intended and realized strategy implementation.
 For instance, Schein’s (1990) model of culture is based on a dynamic process with Human
multiple levels (observable artifacts, values, and underlying assumptions), each impacting resource
each other. By discussing misalignment, we also highlight the complex and dynamic nature management
of organizational culture and change as a result of multiple factors, some of which include
market conditions, leadership, and technology.
We argue that alignment is relevant across organizations and should not be excluded
simply because the organization operates in only one national setting. Wei et al. (2008) 1263
examined the role of corporate culture in the SHRM process in a Chinese context and found
that national culture is an antecedent of SHRM. They suggested that HR practices are
implemented based on a variety of cultures and subcultures, which are used to continually
shape organizational culture. Indeed, HR practices are commonly organized in ways
that are consistent with a firm’s business strategy (Block et al., 1987; MacDuffie, 1995;
Osterman, 1987) although congruence with organizational culture may not be considered in
advance and instead may be an afterthought.
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

However, organizational culture should facilitate the success of strategy and HR

management systems (Panayotopoulou et al., 2003). Khilji and Wang (2006) found that
when organizations had similar strategy and HRM practices but differed in performance
outcomes, one of the main factors that minimized gaps between realized and intended
HRM was organizational culture. Boswell (2006) brings out the idea of “line of sight”
and the relation of the individual employee alignment with organization strategy and
outcomes. Although Boswell’s (2006) research and the research by Chatman (1991)
and O’Reilly et al. (1991) discuss fit, they do not consider the link from strategy to SHRM
as impacted by organizational culture.

Strategy-organizational culture-SHRM linkage

Strategy and culture. Strategies can be thought of as “the diverse approaches that
organizations choose to follow in order to achieve success or a competitive advantage”
(Cabrera and Bonache, 1999, p. 52). The resource-based view (RBV ) is often the theory
mentioned as explaining the key component for competitive advantage (Wright and
McMahan, 1992). RBV theory states that in order for a firm to have a sustained competitive
advantage, the resources providing the advantages must be rare, imperfectly imitable, and
have no substitutable resources within the firm (Barney, 1991). Cabrera and Bonache (1999)
proposed that linking organizational strategy with organizational culture could serve as a
competitive advantage, but their suggestions focused on the role of HR technology in
facilitating these connections.
When examining a firm’s organizational culture, the values and beliefs that make
up the organizational culture also lead to the organization’s specific level of idiosyncrasy.
This means an organization’s identity is developed so that all individuals in the
organization are socialized into the organization’s culture and their specific role.
Some organizations have a strong corporate culture, while others have a weak culture
(Cabrera and Bonache, 1999). The strength of the organization’s culture is necessary,
but not a sufficient condition of the linkage:
P1. The strategy-SHRM relationship is contingent upon the alignment of the
organization’s culture with the strategy.

The impact of alignment vs misalignment

As noted, organizational culture can be seen as the shared values and beliefs, which lead to
behaviors (Smircich, 1983). This suggests that supportive internal cultures may increase the
possibilities of success with the implemented strategy.
 JMD Schneider and Bowen (1993) suggest that organizational culture is a key factor as a
36,10 source of sustainable competitive advantage, and suggest that the values held by the
individuals in the organization are much more difficult for other organizations to imitate.
They suggest that culture is even more important than “superiority in product or process
technology, marketing or advertising, or capitalization” (Schneider and Bowen, 1993, p. 48).
We agree and argue that cultural alignment or misalignment is a key factor in determining
1264 the relations between an organization’s strategy and its SHRM.
Figure 1 illustrates the conceptual model of this strategy-organizational culture-SHRM
relation and the impact of the alignment and misalignment of organizational culture on
SHRM, and subsequently, organizational outcomes. This depiction shows that the strategy
is developed which leads to the SHRM functions and HR practice implementation.
Organizational culture is a moderator in this relationship and is ultimately aligned or
misaligned with strategy. As the SHRM functions are carried out, a feedback loop reinforces
and develops the organizational culture based on hiring, training, and other processes. This
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

linkage leads to strategy implementation and organizational outcomes.

When the culture is misaligned, SHRM becomes inconsistent with strategy. The lack of
strategy supportive culture is, in turn, reinforced by the subsequent inconsistent SHRM
practices. This may be one reason the intended vs implemented strategy and SHRM issues
occur. When strategy and culture are misaligned, it creates a perpetual spiral that is
detrimental to executing SHRM and ultimately organizational performance:
P2. Organizational culture positively influences the strategy-SHRM relationship when
culture is aligned with strategy resulting in consistent SHRM implementation.
P3. Organizational culture negatively influences the strategy-SHRM relationship
when culture is misaligned with strategy, resulting in poorly executed SHRM
implementation.
Table I provides examples of the organizational culture values adapted from generic
strategies that we propose could be considered strategy supportive and moderate the
relation between strategy and SHRM. Previous research has mentioned the idea of strategy
supportive organizational values; however, specific values have not been integrated for
particular strategies (Wei et al., 2008).

Organizational outcomes
Southwest Airlines provides a classic real-world example of the potential impact of an
alignment between strategy, organizational culture, and SHRM. Southwest Airlines often
credits their organizational culture and their HRs with maintaining their strategy of a fun,
low cost airline (O’Reilly and Pfeffer, 1995). Through socialization of the organizational

Aligned
organizational culture

Consistent Improved
SHRM organizational
implementation outcomes
Figure 1. Organization
Conceptualization of strategy
aligned or misaligned Inconsistent Weakened
organizational culture SHRM organizational
within the implementation outcomes
organization strategy- Misaligned
SHRM linkage organizational culture
 Organizational culture
Human
Strategy values (strategy supportive) SHRM focus resource
management
Low cost leadership Following rules Administrative/cost orientation
Employment security Hire from within
Efficiency/productivity Internal training
Differentiation Being flexible Creative orientation
Taking risks Hire from outside 1265
Innovation Less training
Superior customer service Customer experiences Service quality orientation
Quality Extensive training
Company reputation Rewards for service
Innovation Entrepreneurial behaviors Learning orientation
Table I.
Knowledge workers Creativity coaching Organizational culture
Risk taking rewards values moderating the
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

Sources: Adapted from Jackson et al. (2014), Mathis and Jackson (2000), also see Porter (1980), Thompson strategy-SHRM
and Strickland (1998) linkage

members and a strong corporate culture aligned with the strategy, they have established a
high performance outcome. It merits noting that this is also consistent with RBV theory.
On the other hand, Arthur Andersen is another example. This company had a long
history of strong corporate culture and profitability before it was discovered that their
methods of business were less-than-desirable (i.e. Ferrell et al., n.d.). This is an instance
where the organizational culture became misaligned with the corporate strategy.
Organizational culture somehow became misaligned when the strategy shifted away from
its once strong ethical convictions resulting in detrimental organizational outcomes.
Therefore, we propose that the outcomes of organizations are, in part, dependent upon
the congruence between their strategies, cultures, and SHRM (see Figure 1):
P4. Organizations with aligned strategy and culture will experience increased
organizational outcomes than those with a misaligned strategy-culture relation.
Alternatively, if a strategy is developed that is lacking the supportive organizational culture
(see Table I), then misalignment may occur where the HR continue to operate in a fashion
that they have grown accustomed. In addition, if the unsupportive organizational culture
determines the functions of the HR, misalignment will continue to occur and negative
outcomes may result (see Figure 1).

Multi-level theory
In addition to considering the alignment between strategy, culture, and SHRM, researchers
must also consider additional levels of analysis. Individuals throughout hierarchical levels
of the organization, not only the top management team, must be considered to develop the
organizational culture and whether it is congruent with the strategy and SHRM.
Ostroff and Bowen (2000) suggest that little research has been conducted to determine
the factors that contribute most to HR system alignment and instead of focusing on
particular HR practices used to achieve goals researchers should also examine
organizational climate. In agreement and by extension, we suggest that one must
consider organizational culture. Ostroff and Bowen (2000) discuss an alignment between
strategy and climate (e.g. focusing on innovation skills if the climate is one of
implementation of innovation).
Schneider et al. (2003) suggest that the reason alignment in organizations has not been
thoroughly studied, especially regarding HR functions, is because the responses are usually
 JMD from one source, an HR executive, rather than the employees within the firm. In addition,
36,10 they suggest that the surveyed practices are often too general and could be applicable to
many firms regardless of strategy. Finally, Rousseau (1990) suggests using both qualitative
and quantitative methods to determine the level of approval and agreement of values within
the organization.

1266 Discussion, implications, and future research

Because SHRM is typically studied as its fit with strategy, an important moderating
variable, organizational culture, may be overlooked. Importantly, culture may impact the
discrepancy between intended and realized strategy. When mismatch occurs, organizational
culture should be examined to determine corresponding organizational outcomes.
One critical future research issue to the proposed linkage is the assumption that the
organizational leaders have selected an appropriate strategy. For instance, the top
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

management team wishes to implement a strategy that is not congruent with the
organization’s culture. The strategy may be inappropriate for the organization,
and organizational performance would be expected to be low. However, once a proper
strategy is selected which is aligned with the culture, the organization could turn itself
around with minimal impact, depending on the timing of the reaction.
Another area for future research is the organizational values in Table I. These are far
from exhaustive and cannot encompass every conceivable situation. Additional strategies
and values that are strategy supportive should be developed to include the resulting SHRM
practices that would promote alignment.
Future research should be conducted to determine the extent to which organizations that
have had intended vs implemented strategy and SHRM incongruence and also lacked
alignment with organizational culture. This could be a key indicator to the top management
team to take a leadership role in establishing and developing the supportive culture and
values needed first in order to implement a current strategy to continue success through the
SHRM functions. This may also uncover a timeframe to be utilized for a more successful
execution of the HR practice implementation and positive organizational outcomes.

Conclusion
We examined a gap in the literature regarding the impact of the organization’s strategy on
SHRM when taking into account organizational culture in order to develop propositions for
future research. In addition, a model was developed to show the resulting outcomes when
alignment or misalignment of culture is present in the strategy-SHRM linkage. We further
extend the literature by presenting a table of suggested organizational culture values
necessary to encourage a strategy-supportive culture.
Organizational culture should be studied as an important moderating variable in the
strategy-SHRM-performance linkage ( Jackson et al., 2014). The alignment of organizational
culture is imperative in order to determine successful HR practices that will shape the
organization. Finally, although there is “no one best culture;” the value is determined by
aligning the culture to achieve the best possible strategy-SHRM-outcome linkages.

References
Baird, L. and Meshoulam, I. (1988), “Managing two fits of strategic human resource management”,
Academy of Management Review, Vol. 11 No. 1, pp. 656-665.
Barney, J. (1991), “Firm resources and sustained competitive advantage”, Journal of Management,
Vol. 17 No. 1, pp. 99-120.
 Block, R., Kleiner, M., Roomkin, M. and Salsburg, S. (1987), “Industrial relations and the performance of Human
the firm: an overview”, in Kleiner, M.M. (Ed.), Human Resources and the Performance resource
of the Firm, Industrial Relations Research Association Series, Madison, WS, pp. 319-343.
management
Boswell, W. (2006), “Aligning employees with the organization’s strategic objectives: out of
‘line of sight’, out of mind”, International Journal of Human Resource Management, Vol. 17 No. 9,
pp. 1489-1511.
Buller, P. and McEvoy, G. (2012), “Strategy, human resource management and performance: 1267
sharpening line of sight”, Human Resource Management Review, Vol. 22 No. 1, pp. 43-56.
Cabrera, E. and Bonache, J. (1999), “An expert HR system for aligning organizational culture and
strategy”, Human Resource Planning, Vol. 22 No. 1, pp. 51-60.
Chan, L., Shaffer, M. and Snape, E. (2004), “In search of sustained competitive advantage: the impact of
organizational culture, competitive strategy and human resource management practices on firm
performance”, International Journal of Human Resource Management, Vol. 15 No. 1, pp. 17-35.
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

Chatman, J. (1991), “Matching people and organizations: selection and socialization in public
accounting firms”, Administrative Science Quarterly, Vol. 36 No. 1, pp. 459-484.
Delery, J.E. and Doty, D.H. (1996), “Modes of theorizing in strategic human resource management: tests
of universalistic, contingency, and configurational performance predictors”, Academy of
Management Journal, Vol. 39 No. 4, pp. 802-835.
Ferrell, O.C., Jackson, J., Sawayda, J. and Stein, H. (n.d.), “Arthur Anderson: an accounting confidence
crisis”, Daniels Fund Ethics Initiative, University of New Mexico, Albuquerque, NM,
available at: https://danielsethics.mgt.unm.edu/pdf/Arthur%20Andersen%20Case.pdf
(accessed 30 December 2016).
Gratton, L. and Truss, C. (2003), “The three-dimensional people strategy: putting human resource
policies into action”, Academy of Management Executive, Vol. 17 No. 3, pp. 74-86.
Jackson, S., Schuler, R. and Jiang, K. (2014), “An aspirational framework for strategic human resource
management”, Academy of Management Annals, Vol. 8 No. 1, pp. 1-56.
Khilji, S. and Wang, X. (2006), “Intended’ and ‘implemented’ HRM: the missing linchpin in strategic
human resource management research”, International Journal of Human Resource Management,
Vol. 17 No. 7, pp. 1171-1189.
Lengnick-Hall, M. and Lengnick-Hall, C. (1988), “Strategic human resources management: a review of the
literature and proposed typology”, Academy of Management Review, Vol. 13 No. 3, pp. 454-470.
Lengnick-Hall, M., Lengnick-Hall, C., Andrade, L. and Drake, B. (2009), “Strategic human
resource management: the evolution of the field”, Human Resource Management Review,
Vol. 19 No. 1, pp. 64-85.
MacDuffie, J.P. (1995), “Human resource bundles and manufacturing performance: organizational logic
and flexible production systems in the world auto industry”, Industrial & Labor Relations
Review, Vol. 48 No. 2, pp. 197-216.
Mathis, R. and Jackson, J. (2000), Human Resource Management, 9th ed., South Western College
Publishing, Cincinnati, OH, pp. 42-47.
Milliman, J., Von Glinow, M. and Nathan, M. (1991), “Organizational life cycles and strategic
international human resources management in multinational companies: implications for
congruence theory”, Academy of Management Review, Vol. 16 No. 2, pp. 318-339.
Mintzberg, H. and Waters, J.A. (1985), “Of strategies, deliberate and emergent”, Strategic Management
Journal, Vol. 6 No. 3, pp. 257-272.
Molineux, J. (2013), “Enabling organizational cultural change using systemic strategic human resource
management-a longitudinal case study”, The International Journal of Human Resource
Management, Vol. 24 No. 8, pp. 1588-1612.
O’Reilly, C. and Pfeffer, C. (1995), Southwest Airlines: Using Human Resources for Competitive
Advantage, Graduate School of Business, Stanford University, Stanford, CA.
 JMD O’Reilly, C., Chatman, J. and Caldwell, D. (1991), “People and organizational culture: a profile
36,10 comparison approach to assessing person-organization fit”, Academy of Management Journal,
Vol. 34 No. 3, pp. 487-516.
Osterman, P. (1987), “Choices among alternative internal labor market systems”, Industrial Relations,
Vol. 27 No. 1, pp. 46-67.
Ostroff, C. and Bowen, D. (2000), “Moving HR to a higher level: HR practices and organizational
1268 effectiveness”, in Klein, K. and Kozlowski, S. (Eds), Multilevel Theory, Research, and Methods in
Organizations, Jossey-Bass, San Francisco, CA, pp. 211-266.
Panayotopoulou, L., Bourantas, D. and Papalexandris, N. (2003), “Strategic human resource
management and its effects on firm performance: an implementation of the competing values
framework”, International Journal of Human Resource Management, Vol. 14 No. 4, pp. 680-699.
Porter, M. (1980), Competitive Strategy, Free Press, New York, NY, pp. 35-40.
Rousseau, D. (1990), “Quantitative assessment of organizational culture: the case for multiple
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

measures”, Organizational Climate and Culture, Jossey-Bass, San Francisco, CA, pp. 153-192.
Schein, E.H. (1990), “Organizational culture”, American Psychologist, Vol. 45 No. 2, pp. 109-119.
Schneider, B. and Bowen, D. (1993), “The service organization: human resources management is
crucial”, Organizational Dynamics, Vol. 21 No. 4, pp. 39-52.
Schneider, B., Godfrey, E., Hayes, S., Huang, M., Lim, B., Nishii, L., Raver, J. and Ziegert, J. (2003),
“The human side of strategy: employee experiences of strategic alignment in a service
organization”, Organizational Dynamics, Vol. 32 No. 2, pp. 122-141.
Schuler, R. and Jackson, S. (1987), “Linking competitive strategies with human resource management
practices”, Academy of Management Executive, Vol. 1 No. 3, pp. 207-219.
Semler, S. (1997), “Systematic agreement: a theory of organizational alignment”, Human Resource
Development Quarterly, Vol. 8 No. 1, pp. 23-40.
Sheehan, C., Cooper, B., Holland, P. and DeCieri, H. (2007), “The relationship between HRM avenues of
political influence and perceived organizational performance”, Human Resource Management,
Vol. 46 No. 4, pp. 611-629.
Smircich, L. (1983), “Concepts of culture and organization analysis”, Administrative Science Quarterly,
Vol. 28 No. 3, pp. 339-358.
Thompson, A. Jr and Strickland, A. III (1998), Creating and Implementing Strategy, 10th ed.,
Irwin McGraw Hill, Boston, MA, pp. 362-376.
Way, S.A. and Johnson, D.E. (2005), “Theorizing about the impact of strategic human resource
management”, Human Resource Management Review, Vol. 15 No. 1, pp. 1-19.
Wei, L., Liu, J., Zhang, Y. and Chiu, R. (2008), “The role of corporate culture in the process of strategic
human resource management: evidence from Chinese enterprises”, Human Resource
Management, Vol. 47 No. 4, pp. 777-794.
Wright, P. and McMahan, G. (1992), “Theoretical perspectives for strategic human resource
management”, Journal of Management, Vol. 18 No. 2, pp. 295-320.
Wright, P. and Snell, S. (1998), “Toward a unifying framework for exploring fit and flexibility in strategic
human resource management”, Academy of Management Review, Vol. 23 No. 4, pp. 756-772.
Wright, P., Smart, D. and McMahan, G. (1995), “Matches between human resources and strategy
among NCAA basketball teams”, Academy of Management Journal, Vol. 38 No. 4, pp. 1052-1074.

Further reading
Harper, S. (2009), “Removing dysfunction”, Industrial Engineer, Vol. 41, February, pp. 45-49.
Kaye, L. (1999), “Strategic human resource management in Australia: the human cost”, International
Journal of Manpower, Vol. 20 No. 8, pp. 577-587.
Schneider, B., Ehrhart, M.G. and Macey, W.H. (2013), “Organizational climate and culture”,
Annual Review of Psychology, Vol. 64 No. 1, pp. 361-388.
 About the authors Human
Dr Teresa Harrison is an Assistant Professor in the H-E-B School of Business and Administration at resource
the University of the Incarnate Word in San Antonio, Texas. She earned her PhD in Business
Administration (concentration in Organizational Behavior) from the University of Texas at management
San Antonio. She has published articles in peer reviewed journals on topics such as factors influencing
the utilization of electronic selection as well as diversity in entrepreneurship. Results of her research
have been presented at the annual meetings of the Academy of Management, Society for Industrial and
Organizational Psychology, and the Southern Management Association. Dr Teresa Harrison is the 1269
corresponding author and can be contacted at: [email protected]
Dr Joshua D. Bazzy is an Assistant Professor in the H-E-B School of Business and Administration
at the University of the Incarnate Word in San Antonio, Texas. He holds a PhD in Industrial and
Organizational Psychology from the Haslam School of Business at the University of Tennessee.
He has published articles in peer reviewed journals on topics such as integrity testing, work ethic, ego
depletion, and counterproductive workplace behavior. He has also presented at Academy of
Management and Society for Industrial and Organizational Psychology meetings as well as
Downloaded by San Francisco State University At 04:02 26 May 2018 (PT)

other conferences.

For instructions on how to order reprints of this article, please visit our website:
www.emeraldgrouppublishing.com/licensing/reprints.htm
Or contact us for further details: [email protected]