RT journal article
T1 Is double fit a suficient condition for SHRM success? The missing link between intended and implemented HRM strategy
A1 García Carbonell, Natalia
A1 Martín Alcázar, Fernando
A1 Sánchez Gardey, Gonzalo
A2 Organización de Empresas
K1 Performance
K1 Strategic human resource management
K1 Double fit
K1 SHRM
K1 System strength
K1 Organisational performance
AB Purpose – This paper aims to discuss the association between human resource management andperformance from a process perspective, differentiating intended and implemented vertical andhorizontal !t. Although researchers have examined deeply the relationship between these constructs,extant literature demonstrates inconclusive results. Previous studies have stressed the strategicimportance of vertical and horizontal !t from a prescriptive view. Nevertheless, a deeperunderstanding, focused on management processes, is needed.Design/methodology/approach – This paper reviews and integrates two streams of strategichuman resources management (SHRM) literature: the !t perspective, drawing on Martín-Alcázar et al.’s(2005) model, and the system strength approach, proposed by Bowen and Ostroff (2004).Findings – The conceptual analysis developed in this paper concludes that HRM system strengthmediates the effects of an aligned strategy on performance. In this sense, the paper argues that successin implementation of the HRM strategy depends on employees’ perceptions about the system of policiesand practices through which it is carried out. Additionally, organizational communication is consideredas the mechanism to create a shared HRM meaning to translate to employees.Practical implications – Drawing on the theoretical discussions in the paper, the followingimplications for HRM practice are identi!ed: the usefulness of the system strength construct as a tool tomeasure employees’ perceptions and anticipate potential problems at the implementation stage, theimportance of organizational communication mechanisms, the relevance of formal and informalconnections between HR managers and top executives and the need for speci!c training to promote HRmanagers’ communicational skills.Originality/value – This study examines the relationship between HRM and organizationalperformance by presenting a new model that integratesHRMstrategy formulation and implementation,proposes employee perceptions concerningHRMare mediators ofHRMstrategy and !rm performance,highlights the role of organizational communication in creating and managing shared HR messagesand introduces system strength as an instrument to assess vertical and horizontal !t duringimplementation.
PB Emerald
SN 1934-8835
YR 2015
FD 2015
LK http://hdl.handle.net/10498/38059
UL http://hdl.handle.net/10498/38059
LA eng
DS Repositorio Institucional de la Universidad de Cádiz
RD 09-nov-2026