Conceptualizing HRM system strength through a cross-cultural lens

Abstract

To date, literature on HRM system strength has been largely universalistic, that is, it has not considered the implications of context. This is problematic as it overlooks a more detailed exploration of the outcomes of HRM system strength in different situational settings. Adopting a contingency approach, we develop a multilevel conceptual framework and propositions for future research that incorporate context at a societal level, focusing on national culture values. By adopting a cross-cultural lens, we are able to explore the effects of cultural values on the relationship between employee perceived HRM system strength and employee attitudinal and behavioral outcomes. Furthermore, we apply the notion of cultural tightness/looseness, questioning the degree of national cultural value effects in all settings. Our work contributes to the HRM process field in general and HRM system strength in particular by questioning the assumption of universality, and highlights implications for practice and future research.