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31/07/2024
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Duong, T. H. N., Le, T. P., Le, B. P., & Lusk, B. (2024). High-performance work system based on the AMO model, knowledge sharing, and employee performance in Vietnam’s private firms. Journal of International Economics and Management, 24(2), 73-92. https://doi.org/10.38203/jiem.024.2.0087
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High-performance work system based on the AMO model, knowledge sharing, and employee performance in Vietnam’s private firms
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Abstract
This study investigates the relationship between knowledge sharing and high-performance work systems (HPWS) using the ability, motivation, and opportunity (AMO) framework. It is presumed that AMO-enhancing practices encourage knowledge sharing among staff members. Additionally, this research focuses on the impact of knowledge sharing on employee performance. The data were obtained from 260 employees and 79 line managers in 26 private Vietnamese companies. Exploratory and confirmatory factor analyses were conducted to verify the data, and structural equation modeling was used to evaluate the hypotheses. The results show that the HPWS is positively related to knowledge sharing. Opportunity-enhancing practices have the greatest impact on employees’ knowledge sharing, whereas motivation-enhancing practices have the least effect. These findings provide a strong basis for improving employee performance by stimulating knowledge sharing among organizational employees. This study also contributes to the literature by employing knowledge sharing to explore the connection between HPWS and employee performance in the private sector.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Keywords
HPWS, AMO model, Knowledge sharing, Employee performance
References
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Bhatti, S.H., Zakariya, R., Vrontis, D., Santoro, G. and Christofi, M. (2021), “High-performance work systems, innovation and knowledge sharing: an empirical analysis in the context of project-based organizations”, Employee Relations: The International Journal, Vol. 43 No. 2, pp. 438-458.
Blau, P. (1964), Exchange and Power in Social Life, Wiley, New York.
Boon, C. and Kalshoven, K. (2014), “How high‐commitment HRM relates to engagement and commitment: the moderating role of task proficiency”, Human Resource Management, Vol. 53 No. 3, pp. 403-420.
Boselie, P. (2014), Strategic Human Resource Management. A Balanced Approach, 2nd Edition, McGraw Hill, London.
Bos‐Nehles, A., Townsend, K., Cafferkey, K. and Trullen, J. (2023), “Examining the ability, motivation and opportunity (AMO) framework in HRM research: conceptualization, measurement and interactions”, International Journal of Management Reviews, Vol. 25 No. 4, pp. 725-739.
Boxall, P. and Macky, K. (2009), “Research and theory on high‐performance work systems: progressing the high‐involvement stream”, Human Resource Management Journal, Vol. 19 No. 1, pp. 3-23.
Boxall, P. and Purcell, J. (2022), Strategy and Human Resource Management, Bloomsbury Publishing, London.
Campbell, J.P., McCloy, R.A., Oppler, S.H. and Sager, C.E. (1992), “A theory of performance”, in Schmitt, N. and Borman, W. (Eds.), Personnel Selection in Organizations, Jossey-Bass, San Francisco, pp. 35-70.
Chang, H., Pak, J. and Son, S. Y. (2017), “Effects of high-performance work systems on employee knowledge sharing and task performance”, Academy of Management Proceedings, Vol. 2017 No. 1, 14947.
Chang, S., Jia, L., Takeuchi, R. and Cai, Y. (2014), “Do high-commitment work systems affect creativity? A multilevel combinational approach to employee creativity”, Journal of Applied Psychology, Vol. 99 No. 4, pp. 665-680.
Chatman, J. (1991), “Matching people and organizations: selection and socialization in public accounting firms”, Administrative Science Quarterly, Vol. 36, pp. 459-484.
Chen, Z.J., Zhang, X.I. and Vogel, D. (2011), “Exploring the underlying processes between conflict and knowledge sharing: a work‐engagement perspective”, Journal of Applied Social Psychology, Vol. 41 No. 5, pp. 1005-1033.
Cummings, J.N. (2004), “Work groups, structural diversity, and knowledge sharing in a global organization”, Management Science, Vol. 50 No. 3, pp. 352-364.
Davenport, T.H., De Long, D.W. and Beers, M.C. (1998), “Successful knowledge management projects”, Sloan Management Review, Vol. 39 No. 2, pp. 43-57.
Demortier, A.-L., Delobbe, N. and El Akremi, A. (2014), “Opening the black box of HR practices -performance relationship: testing a three pathways AMO model”, Academy of Management Annual Meeting Proceedings, Vol. 2014 No. 1, pp. 1201-1206.
Do, H., Budhwar, P. and Patel, C. (2019), “High-performance work system practices in Vietnam: a study of managers’ perceptions”, Journal of Organizational Effectiveness: People and Performance, Vol. 6 No. 3, pp. 145-160.
Do, H. and Shipton, H. (2019), “High-performance work systems and innovation in Vietnamese small firms”, International Small Business Journal, Vol. 37 No. 7, pp. 732-753.
Doll, W.J., Xia, W. and Torkzadeh, G. (1994), “A confirmatory factor analysis of the end-user computing satisfaction instrument”, MIS Quarterly, Vol. 18 No. 4, pp. 453-461.
Dung, P.T.T., Tien, D.N. and Van Kien, P. (2022), “How is individual-organization fit important to knowledge sharing and innovation? An empirical study on high-tech industry in Vietnam”, Quality-Access to Success, Vol. 23 No. 188, pp. 32-37.
Edgar, F., Zhang, J.A. and Blaker, N.M. (2021), “The HPWS and AMO: a dynamic study of system-and individual-level effects”, International Journal of Manpower, Vol. 42 No. 5, pp. 794-809.
Fabi, B., Lacoursière, R. and Raymond, L. (2015), “Impact of high-performance work systems on job satisfaction, organizational commitment, and intention to quit in Canadian organizations”, International Journal of Manpower, Vol. 36 No. 5, pp. 772-790.
Fletcher, C. and Baldry, C. (1999), “Multi-source feedback systems: a research perspective”, International Review of Industrial and Organizational Psychology, Vol. 14, pp. 149-193.
Fong, C.-Y., Ooi, K.-B., Tan, B.-I., Lee, V.-H. and Yee-Loong Chong, A. (2011), “HRM practices and knowledge sharing: an empirical study”, International Journal of Manpower, Vol. 32 No. 5/6, pp. 704-723.
Fornell, C. and Larcker, D.F. (1981), “Evaluating structural equation models with unobservable variables and measurement error”, Journal of Marketing Research, Vol. 18 No. 1, pp. 39-50.
Foss, N.J., Minbaeva, D.B., Pedersen, T. and Reinholt, M. (2009), “Encouraging knowledge sharing among employees: how job design matters”, Human Resource Management, Vol. 48 No. 6, pp. 871-893.
Foss, N.J., Pedersen, T., Fosgaard, M.R. and Stea, D. (2015), “Why complementary HRM practice impact performance: the case of rewards, job design and work climate in a knowledge sharing context”, Human Resource Management, Vol. 54 No. 6, pp. 955-976.
Garver, M.S. and Mentzer, J.T. (1999), “Logistics research methods: employing structural equation modeling to test for construct validity”, Journal of Business Logistics, Vol. 20 No. 1, pp. 33-57.
Giannikis, S. and Nikandrou, I. (2013), “The impact of corporate entrepreneurship and high-performance work systems on employees’ job attitudes: empirical evidence from Greece during the economic downturn”, The International Journal of Human Resource Management, Vol. 24 No. 19, pp. 3644-3666.
Giri, E.E., Nimran, U., Hamid, D., Musadieq, M.A. and Al Musadieq, M. (2016), “The effect of organizational culture and organizational commitment to job involvement, knowledge sharing, and employee performance: a study on regional telecommunications employees of PT Telkom East Nusa Tenggara Province, Indonesia”, International Journal of Management and Administrative Sciences, Vol. 3 No. 4, pp. 20-33.
Gooderham, P.N., Pedersen, T., Sandvik, A.M., Dasí, À., Elter, F. and Hildrum, J. (2022), “Contextualizing AMO explanations of knowledge sharing in MNEs: the role of organizational and national culture”, Management International Review, Vol. 62 No. 6, pp. 859-884.
Hair, J.F., Black, W.C., Babin, B.J. and Anderson, R.E. (2010), Multivariate Data Analysis, 7th Edition, Pearson Prentice Hall, Upper Saddle River, New Jersey.
Hair, J.F., Matthews, L., Matthews, R. and Sarstedt, M. (2017), “PLS-SEM or CB-SEM: updated guidelines on which method to use”, International Journal of Multivariate Data Analysis, Vol. 1 No. 2, pp. 107-123.
Han, T.S., Chiang, H.H. and Chang, A. (2010), “Employee participation in decision making, psychological ownership and knowledge sharing: mediating role of organizational commitment in Taiwanese high-tech organizations”, The International Journal of Human Resource Management, Vol. 21 No. 12, pp. 2218-2233.
Hasani, K. and Sheikhesmaeili, S. (2016), “Knowledge management and employee empowerment”, Kybernetes, Vol. 45 No. 2, pp. 337-355.
Hsu, I.C. (2008), “Knowledge sharing practices as a facilitating factor for improving organizational performance through human capital: a preliminary test”, Expert Systems with Applications, Vol. 35 No. 3, pp. 1316-1326.
Hsu, M.H., Ju, T.L., Yen, C.H. and Chang, C.M. (2007), “Knowledge sharing behavior in virtual communities: the relationship between trust, self-efficacy, and outcome expectations”, International Journal of Human-Computer Studies, Vol. 65 No. 2, pp. 153-169.
Ipe, M. (2003), “Knowledge sharing in organizations, a conceptual framework”, Human Resource Development Review, Vol. 2 No. 4, pp. 337-359.
James, A.P. (2003), “Exploring differential item functioning in a 360-degree assessment: rater source and method of delivery”, Organizational Research Methods, Vol. 6 No. 1, pp. 61-79.
Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C. (2012), “How does human resource management influence organisational outcomes? A meta-analytic investigation of mediating mechanisms”, Academy of Management Journal, Vol. 55 No. 6, pp. 1264-1294.
Jyoti, J. and Dev, M. (2016), “Perceived high-performance work system and employee performance: role of self-efficacy and learning orientation”, Metamorphosis, Vol. 15 No. 2, pp. 115-133.
Jyoti, J. and Rani, A. (2017), “High performance work system and organisational performance: role of knowledge management”, Personnel Review, Vol. 46 No. 8, pp. 1770-1795.
Kang, S.C., Morris, S.S. and Snell, S.A. (2007), “Relational archetypes, organizational learning, and value creation: extending the human resource architecture”, Academy of Management Review, Vol. 32 No. 1, pp. 236-256.
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