Strategic Human Resource Management and Organizational Effectiveness

Riki Takeuchi is Dr. Joseph Picken Distinguished Chair in Innovation and Entrepreneurship at Naveen Jindal School of Management, USA. He is an elected fellow of American Psychological Association, Association for Psychological Science, and Society for Industrial and Organizational Psychology. He was the first doctoral student of David P. Lepak.Yaping Gong is a Chair professor at The Hong Kong University of Science and Technology, Hong Kong. He studies creativity, innovation, teams, strategic and international human resource management. His work has received awards including Emerald Citation of Excellence (2013, 2016). He served as an Associate Editor for Academy of Management Perspectives (2018-2021).Corine Boon is Associate Professor of Human Resource Management at the University of Amsterdam Business School, Netherlands. She received her PhD from Erasmus University Rotterdam. Her research focuses primarily on strategic human resource management, people analytics, and person-environment fit.Kaifeng Jiang is Professor of Management and Human Resources and a core faculty member of Translational Data Analytics Institute at The Ohio State University, USA. He received his Ph.D. degree in Industrial Relations and Human Resources from Rutgers University and does research on strategic human resource management.

• Introduction: Celebrating and advancing the scholarship of David P. Lepak (1971–2017) 1. The human resource architecture model: A twenty-year review and future research directions 2. Clarifying and empirically assessing the concept of human capital resource emergence 3. Investing in HR? Human resource function investments and labor productivity in US organizations 4. Expanding the resource based view model of strategic human resource management 5. The employee perspective on HR practices: A systematic literature review, integration and outlook 6. A meta-analysis of mediating mechanisms between employee reports of human resource management and employee performance: different pathways for descriptive and evaluative reports? 7. High-performance work systems and key employee attitudes: the roles of psychological capital and an interactional justice climate 8. Team-level high-performance work systems, self-efficacy and creativity: differential moderating roles of person–job fit and goal difficulty 9.HR practice salience: Explaining variance in employee reactions to HR practices