Hyeon Jeong Park

Examining the Link Between Diversity and Firm Performance The Effects of Diversity Reputation and Leader Racial Diversity

Given the scarcity of empirical research on the impact of diversity on organizational performance, the authors used longitudinal data for 100 firms to test hypotheses related to the effects of diversity reputation and leader racial diversity on firm financial outcomes. The results showed a positive relationship between diversity reputation and book-to-market equity and a curvilinear, U-shaped relationship among leader diversity and revenues, net income, and book-to-market equity. The analyses suggest that economic benefits generated from diversity reputation may primarily derive from capital rather than product markets. Furthermore, firm performance declines with increases in the representation of racial minorities in leadership up to a point, beyond which further increases in diversity are associated with increases in performance.

The effect of human resource management practices on Japanese MNC subsidiary performance: a partial mediating model

The purpose of this study is to examine the relationship between a bundle or system of human resource (HR) practices and firm performance and the processes through which these HR practices affect organizational outcomes. Using a sample of fifty-two Japanese multinational corporation subsidiaries operating in the United States and Russia, we examine the impact of HR systems on firm performance mediated by employee skills, attitudes and motivation in an attempt to shed light on the so-called ‘black box’ through which HR practices lead to firm performance. The results support the notion that employee skills, attitudes and behaviours play a mediating role between HR systems and firm outcomes in multinational corporations. These findings illustrate the varying impact of synergistic systems of HR practices and their generalizability in different national contexts.

HR practices or HR capabilities: which matters? Insights from the Asia Pacific region:

In the human resource management literature there is an ongoing debate about which is the key organizational resource: human resource (HR) practices or HR capabilities. Our study attempts to address this debate by examining which resource HR executives in the Asia-Pacific region find to be important for the future organizational and people needs of their firms. Results indicate that HR capabilities are central to organizations. Development of core competencies, agile organizations, and effective management of human resources will be pivotal to responding effectively to future business needs. Results also indicate that the lingering effects of the Asian financial crisis and competition from local and global competitors will affect organizational and people management in the years to come. These findings inform HR practitioners and shed light on the application of the resource-based view of the firm to the study of human resource management.