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Clint Chadwick
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To agree or not to agree: The effects of value congruence, individual demographic dissimilarity, and conflict on workgroup outcomes
KA Jehn, C Chadwick, SMB Thatcher
International journal of conflict management 8 (4), 287-305, 1997
11091997
Resource orchestration in practice: CEO emphasis on SHRM, commitment‐based HR systems, and firm performance
C Chadwick, JF Super, K Kwon
Strategic management journal 36 (3), 360-376, 2015
5282015
Human resources, human resource management, and the competitive advantage of firms: Toward a more comprehensive model of causal linkages
C Chadwick, A Dabu
Organization science 20 (1), 253-272, 2009
4742009
Alternatives to generic strategy typologies in strategic human resource management
C Chadwick, P Cappelli
Research in personnel and human resources management, Supplement 4, 11-29, 1999
3011999
Effects of downsizing practices on the performance of hospitals
C Chadwick, LW Hunter, SL Walston
Strategic Management Journal 25 (5), 405-427, 2004
2982004
Leadership development practice bundles and organizational performance: The mediating role of human capital and social capital
M Subramony, J Segers, C Chadwick, A Shyamsunder
Journal of business research 83, 120-129, 2018
2902018
Theoretic insights on the nature of performance synergies in human resource systems: Toward greater precision
C Chadwick
Human Resource Management Review 20 (2), 85-101, 2010
2692010
Making intangibles “tangible” in tests of resource-based theory: A multidisciplinary construct validation approach
JC Molloy, C Chadwick, RE Ployhart, SJ Golden
Journal of Management 37 (5), 1496-1518, 2011
2562011
Boundary conditions of the high‐investment human resource systems‐small‐firm labor productivity relationship
C Chadwick, SA Way, G Kerr, JW Thacker
Personnel Psychology 66 (2), 311-343, 2013
2162013
Toward a more comprehensive model of firms’ human capital rents
C Chadwick
Academy of Management Review 42 (3), 499-519, 2017
2132017
Searching for competitive advantage in the HRM-firm performance relationship
C Chadwick, C Flinchbaugh
Academy of Management Perspectives 35 (2), 181-207, 2021
942021
Team‐level high involvement work practices: investigating the role of knowledge sharing and perspective taking
C Flinchbaugh, P Li, MT Luth, C Chadwick
Human Resource Management Journal 26 (2), 134-150, 2016
772016
What we will do versus what we can do: The relative effects of unit‐level NPD motivation and capability
ZJ Zhao, C Chadwick
Strategic management journal 35 (12), 1867-1880, 2014
752014
Examining non-linear relationships between human resource practices and manufacturing performance
C Chadwick
ILR Review 60 (4), 499-521, 2007
662007
The vital role of strategy in strategic human resource management education
C Chadwick
Human Resource Management Review 15 (3), 200-213, 2005
602005
Pipelines and their portfolios: A more holistic view of human capital heterogeneity via firm-wide employee sourcing
RA Brymer, C Chadwick, AD Hill, JC Molloy
Academy of Management Perspectives 33 (2), 207-233, 2019
562019
The moderating effects of organizational context on the relationship between voluntary turnover and organizational performance: Evidence from Korea
K Kwon, K Chung, H Roh, C Chadwick, JJ Lawler
Human Resource Management 51 (1), 47-70, 2012
562012
Perceptions and misperceptions of major organizational changes in hospitals: Do change efforts fail because of inconsistent organizational perceptions of restructuring and …
SL Walston, C Chadwick
International Journal of Public Administration 26 (14), 1581-1605, 2003
552003
HR systems, HR departments, and perceived establishment labor productivity
C Chadwick, P Li
Human Resource Management 57 (6), 1415-1428, 2018
492018
It pays to value family: Work and family tradeoffs reconsidered
P Cappelli, J Constantine, C Chadwick
Industrial Relations: A Journal of Economy and Society 39 (2), 175-198, 2000
452000
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