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Definitionof“high-involvementworkpractices”(notHPWS)

Theprecisedefinitionof“high-involvementworkpractices”variesfrom

researchertoresearcher,asdoesthenomenclatureforsuchpractices.Weemphasize

structuralaspectsoftheorganizationofwork(e.g.,theuseofworkteamsandother

smallgroupactivitiesorganizedforproduction-relatedproblemsolving)andassociated

practices(e.g.,jobrotation,thedivisionoflaborforqualityresponsibilitiesbetween

teammembersandsupervisorsorqualitycontrolstaff),consistentwithMacDuffie,

1995aandOsterman,1994.

Wetherebyexcludefromourdefinitioncertainhumanresourcepolicies(e.g.,

training;hiringpractices)thatotherresearchers(e.g.,Huselid,1995;Ichniowski,Shaw,

andPrennushi,1994)haveincludedinthiscategory.However,weconsidertheseHR

policiesascomplementaryto“high-involvementworkpractices,”andthusrelevantto

explainingvariationinthediffusionofsuchworkpractices.Thisarticle’sfocusonthe

adoptionofhigh-involvementworkpractices,thusdefined,reflectsourobservationthat

changesintheseworkpracticesaremoredifficulttocarryoutthanchangesinthe

complementarysetofHRpoliciesbecausetheyaremoreintricatelyboundupwithcore

businessprocessesandcoordinationrequirementsoftheorganization.

High-involvementworkpracticesmayrepresent“competence-destroying”change,

whichisdifficulttoimplement,andmayleadtoworsenedperformanceintheshort

term(andthusnotaneconomicallyrationalchoiceforindividualmanagersheld

accountableforshort-termresults).Thesepracticesmayalsohavealessfavorable

impactonperformanceiftheyarenotgivenadequatetimetodevelop.Forbothofthese

reasons,firmsmaybediscouragedfrommakingchangesinworkpractices(particularly

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