David P. Lepak
Rutgers University
Publications 67
#1David P. LepakH-Index: 32
#2Kaifeng JiangH-Index: 14
Last.F. Scott BentleyH-Index: 2
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3 CitationsSource
#1Tanya Bondarouk (UT: University of Twente)H-Index: 16
#2Rainer Harms (UT: University of Twente)H-Index: 18
Last.David P. Lepak (RU: Rutgers University)H-Index: 32
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Electronic Human Resource Management (e-HRM) is often assumed to increase HRM service quality. This paper empirically examines the relationship between e-HRM and HRM service quality and addresses two calls from recent e-HRM studies, namely to highlight (i) the importance of the interplay between technological and organizational aspects and (ii) the finding that improved HRM service quality is a consequence of e-HRM implementation. We argue that the key drivers of HRM service quality are the stre...
11 CitationsSource
#2David P. LepakH-Index: 32
Last.Benjamin SchneiderH-Index: 58
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#1Kaifeng Jiang (Mendoza College of Business)H-Index: 14
#2Jia Hu (Mendoza College of Business)H-Index: 12
Last.David P. Lepak (RU: Rutgers University)H-Index: 32
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Strategic HRM researchers have increasingly adopted an employee perspective to understand the influence of HR practices on employee outcomes and have called for studies to explain variability in employees’ perceptions of HR practices. To address this research need, we used the social information processing perspective to examine the contextual influence of managers and coworkers on employees’ perceptions of HR practices and explore demographic dissimilarities as boundary conditions of the contex...
24 CitationsSource
#1Jeroen Gerard Meijerink (UT: University of Twente)H-Index: 6
#2Tanya Bondarouk (UT: University of Twente)H-Index: 16
Last.David P. Lepak (RU: Rutgers University)H-Index: 32
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Recognizing the importance for companies of having high-quality employment relationships with employees, previous studies have sought to explain the variability in employees’ perceptions of HRM service value. However, most of these studies view employees as inactive in employment relationships and, therefore, do not consider whether employees’ own attributes affect their perceptions of HRM service value. In accepting the alternative notion that consumers create value “in use,” the current study ...
19 CitationsSource
#1Christopher M. Barnes (UW: University of Washington)H-Index: 24
#2Kaifeng Jiang (ND: University of Notre Dame)H-Index: 14
Last.David P. Lepak (RU: Rutgers University)H-Index: 32
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The strategic human capital literature indicates the importance of human capital to work unit performance. However, we argue that human capital only aids performance when it is translated into actions beneficial to the unit. We examine a set of common human capital leveraging characteristics (including the use of extended shifts, night shifts, shift flexibility, norms for work as a priority over sleep, and norms for constant connectivity) as factors that enhance the effect of human capital on hu...
15 CitationsSource
#1Yuan Jiang (SJTU: Shanghai Jiao Tong University)H-Index: 8
#2Saba Colakoglu (Koç University)H-Index: 11
Last.Douglas L. Kruse (RU: Rutgers University)H-Index: 36
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Work practices that involve employees are generally assumed to be less effective in more hierarchical societies where employees’ values are not aligned with such practices. In this study, we challenge this assumption by developing a theory that differentiates between the symbolic and instrumental aspects of involvement work systems and proposing that their symbolic impact will be more pronounced in egalitarian societies, whereas their instrumental impact will be more pronounced in hierarchical s...
19 CitationsSource
#1Lieven Brebels (LSE: London School of Economics and Political Science)
#2Sophie De Winne (Katholieke Universiteit Leuven)H-Index: 10
Last.Barbara SiebenH-Index: 9
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Employee differences in terms of expertise, performance, talents, needs and demographic characteristics are increasingly prevalent in organizations and considered important to provide organizations...
#1Saba Colakoglu (Koç University)H-Index: 11
#2Sachiko Yamao (University of Melbourne)H-Index: 4
Last.David P. Lepak (RU: Rutgers University)H-Index: 32
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Grounded in knowledge-based theories of the multinational corporation (MNC) and building on organizational learning literature, this paper develops and tests a model of MNC subsidiaries’ knowledge creation capability as a joint function of knowledge inflows to subsidiaries and their knowledge stocks (i.e., subsidiaries’ internal human, social, and organizational capital). Survey-based data from 106 subsidiaries located in the U.S. suggests that local (i.e., host country) knowledge inflows to a s...
25 CitationsSource