The role of knowledge based psychological climates in human resource management systems
Purpose Responding to Colbert's (2004) call for research examining the complexity of work systems' effect on performance, and following Meyer and Dunphy's (2014, 2015) work determining the general manner by which the complex mechanism of strategy choice and its implementation effect corporate performance, the purpose of this paper is to specify and test a model of the effects of workplace factors affecting employee responses to the demand for increased knowledge in using technology. Design/methodology/approach Drawing on the literature on the resource based view of strategy and the knowledge based (KB) view of human resource management system implementation, theory is developed, and hypotheses are generated, regarding employee attitudes toward skill development, technology, employment security, and feedback and their impact on competence and impact. Meaningfulness, self determination, work conditions, and intensity are controlled for. Data from a sample of 888 employees, 24 managers, and corporate exe.