Authors: Christoph Hinteregger; Susanne Durst
Addresses: School of Management, University of Innsbruck, Universitätsstraße 15, 6020, Innsbruck, Austria ' School of Business, University of Skövde, Högskolevägen, 541 28 Skövde, Sweden
Abstract: Organisational culture has repeatedly been reported as the vehicle for organisational change, but there is still a lack of research that investigates the impact of HRM on organisational culture which is attributed to the absence of comprehensive HRM frameworks. Based on a sample of 161 German-speaking enterprises in Austria, Liechtenstein and Switzerland, this study responds to this gap by developing, operationalising and evaluating a typology of culture-oriented HRM systems and their effects on organisational culture. The results demonstrate that HRM plays a crucial role in developing and shaping an organisational culture in general and that each of the developed HRM system, namely employee-, innovation-, profession and task-oriented fosters the development and/or change of a specific organisational culture in particular.
Keywords: sustainable human resource management systems; HRM typology; competing values framework; organisational culture.
International Journal of Sustainable Strategic Management, 2018 Vol.6 No.2, pp.167 - 187
Received: 15 Jan 2018
Accepted: 11 Sep 2018
Published online: 01 Apr 2019 *